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In today's <keyword id="1228742" type="ORGANIZATION" weightage="100" keywordseo="business-world">business world</keyword>, <keyword id="19491" type="UNKNOWN" weightage="100" keywordseo="leaders">leaders</keyword> are emerging at all ranks. The role of the leader is not exclusive to executive-level positions.<br />
<br /> But being a great leader doesn't have to mean going to <keyword id="13778" type="ENTERTAINMENT" weightage="100" keywordseo="Management">management</keyword> school.<br />
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You can emerge as an effective trailblazer in your office by being true to yourself and constantly learning from the information that is at your fingertips.<br />
<br /> Start by watching these <keyword id="3956785" type="UNKNOWN" weightage="100" keywordseo="short-lectures">short lectures</keyword> and embodying their lessons.<br />
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1. <strong>Carol Dweck: The Power of Believing That You Can Improve.</strong><br />
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Unleash potential in yourself and in those you lead by encouraging a growth — rather than fixed — mindset.<br />
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In this talk, Dweck discusses the power of students receiving a "Not Yet" grade versus a failing grade — it increased their motivation and ability to succeed.<br />
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In another talk about mindset, Charlie Reeve found that employees with a growth mindset were constantly looking to adapt and to grow in their professional and personal worlds; they didn't believe that their talents and futures were predetermined.<br />
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Think about how you can shift your mindset to be more growth oriented. Now, imagine the results if you helped your peers and employees shift their mindset as well.<br />
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2. <strong>Sam Richards: A Radical Experiment in Empathy.</strong><br />
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This is, as the title suggests, a radical and often misunderstood TED Talk about the importance of putting ourselves in others' shoes.<br />
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Not only is empathy a quality of being a good person, it is also key to being a great leader.<br />
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It helps us understand how to better communicate with and understand our superiors, peers, and employees. Do not underestimate this key characteristic.<br />
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3. <strong>Angela Lee Duckworth: The Key To Success? Grit.</strong><br />
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Duckworth defines grit as "passion and perseverance for long-term goals."<br />
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Grit is one of those intangible concepts that we still know very little about, but one thing is clear: The grittier we are, the more successful we become.<br />
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This is just another reason to find your true passion and purpose in life and truly dedicate yourself to it.<br />
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4. <strong><keyword id="160795" type="PERSON" weightage="80" keywordseo="Srikumar-Rao">Srikumar Rao</keyword>: Plug Into Your Hard-Wired Happiness.</strong><br />
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I attribute my consistent, joyful attitude to what I learned about mindset and happiness from Srikumar Rao.<br />
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In his TED Talk, Rao discusses how the "if-then" model of happiness is hurting our current well-being and success. Happiness is actually hardwired into us — it's easier to achieve than you think. Think about the quality of your life and career if you were happy right now.<br />
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5. <strong><keyword id="2887930" type="UNKNOWN" weightage="80" keywordseo="DAVID-MARQUET">David Marquet</keyword>: How Great Leaders Serve Others.</strong><br />
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David Marquet's experience as the captain of a naval ship allowed him to see that the traditional leadership style of giving orders wasn't going to work.<br />
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To empower means to let go of the idea that you know everything and that your job as a leader is to always tell others what to do.<br />
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When you give up control, you make room for everyone on the team to be innovative and authentically engaged.<br />
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6. <strong><keyword id="3956786" type="UNKNOWN" weightage="80" keywordseo="ramsey-musallam">Ramsey Musallam</keyword>: 3 Rules to Spark Learning.</strong><br />
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In the changing business world, innovation is becoming more and more critical for success. To stay on top and gain a leading edge, businesses must be pushing their creativity and problem-solving efforts.<br />
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The type of high-octane brainpower required for that kind of forward thinking can only come from someone who is engaged, curious, and comfortable being themselves in their environment.<br />
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And we need leaders who are dedicated to helping their teams achieve this level of open-mindedness and forward-thinking. Ramsey Musallam's TED Talk perfectly shows how curiosity and experimentation are the windows to powerful and fulfilling results.<br />
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7. <strong>Linda Cliatt-Wayman: How to Fix a Broken School? Lead Fearlessly, Love Hard.</strong><br />
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Linda Cliatt-Wayman embodies what it means to care passionately — caring so much that you are willing to break with convention and be radical for the sake of your people.<br />
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Truly great leaders make an effort to meet and care for everyone in their organization, school, and family.<br />
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8. <strong><keyword id="2204056" type="PERSON" weightage="80" keywordseo="Mike-Brady">Mike Brady</keyword> and Dion Drew: Hiring the Unemployable.</strong><br />
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I have recently been inspired by Mike Brady, president of Greyston Bakery in Yonkers, New York. His bakery operates in a radical way in order to help people — they have a policy called "open hiring," which means that they will hire anyone, no questions asked.<br />
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In this TED Talk, Mike shares Greyston's mission, and Dion Drew, one of the employees, tells how the bakery affected his life. Dion's story is a powerful example of someone being given the reins of possibility and doing the most with it. Dion's story is a great example of the power of giving and the power of owning your own potential.<br />
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9. <strong>Brené Brown: The Power of Vulnerability.</strong><br />
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Moments of vulnerability truly are inspiring, and they make way for the possibility of even greater connection and appreciation.<br />
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When you are vulnerable, when you put a name to your resistance, it can be addressed, acknowledged, and worked through. When one of my clients opens up and shows his or her vulnerable side in our work together, I know success is guaranteed.<br />
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10. <strong>Yves Morieux: How Too Many Rules at Work Keep You From Getting Things Done.</strong><br />
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This is a great talk about how our society's obsession with measurement and processes in the name of productivity are actually quite counterproductive.<br />
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Human creativity and innovation does not flourish in these rigid systems — we must make room for more freedom and collaboration.<br />
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<em>Read the <a href="http://www.inc.com/laura-garnett/forget-business-school-just-watch-these-10-ted-talks.html">original article</a> on <a href="http://www.inc.com/">Inc.</a>. Copyright 2015.</em><br />
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10 TED Talks that are worth more than an MBA

<ul class="summary-list"><li>According to <a target="_blank" class="" href="https://www.wsj.com/lifestyle/careers/prepare-for-your-next-raise-to-be-smaller-than-you-hoped-cbcc54f9">The Wall Street Journal</a>, the era of "hefty pay increases is over."</li><li>Winning a raise when employers have the upper hand — like in uncertain economic times — can be difficult, but not impossible.</li></ul><p>A wave of uncertain economic signs in recent weeks has both companies and employees preparing for the <a target="_blank" class="" href="https://www.businessinsider.com/personal-finance/investing/are-we-in-a-recession">possibility of a looming recession.</a></p><p>As workers continue to lose the power they amassed during the post-pandemic hiring boom, employers are pinching pennies — <a target="_blank" class="" href="https://www.businessinsider.com/job-switchers-big-pay-raise-some-disappointment-great-resignation-quitting-2024-7">nixing raises entirely</a> in some cases.</p><p>The Wall Street Journal recently declared the era of "hefty pay increases is over" as hiring slows down and some companies try to reset.</p><p>While scoring a lofty wage increase is likely to be challenging as employees have lost some of their pandemic leverage, <a target="_blank" class="" href="https://www.businessinsider.com/got-pay-raise-lazy-girl-strategy-2024-3">it's not impossible</a>, CEOs and bosses told Business Insider.</p><p>Here are six tips and tricks to maximize your next pay increase directly from the people who have the power to pad your paycheck.</p><h2 id="c1d50d7c-d828-4851-adad-09050778b2de">1. Demonstrate your value with cold, hard data</h2><p>Employees should <a target="_blank" class="" href="https://www.businessinsider.com/how-get-promotion-raise-ask-pitch-boss-career-coach-tips-2023-2#:~:text=When%20you%20start%20a%20new,in%20new%20clients%2C%20she%20said.">always hype themselves up</a> when it comes time to negotiate, bosses told BI, but that self-promotion becomes even more important during economic uncertainty.</p><p>"In hard times, it's not just about asking for more — you need to show you deserve it too," said Mark Whitley, CEO and founder of Whits Services Corporation, a national recycling vendor based in Missouri.</p><p>Workers who can <a target="_blank" class="" href="https://www.businessinsider.com/how-to-outline-your-accomplishments-email-boss-promotion-raise-2020-2">highlight specific projects</a> they contributed to and who can clearly demonstrate how their work benefits the company are more likely to win raises, according to CEOs.</p><p>Daniel Meursing, CEO and founder of LA-based event managing company Premier Staff, said he encourages his employees to keep a "win book" of their successes and positive feedback. He said one of his workers used the technique to secure a big raise during a slow season.</p><p>"She presented data showing that events she managed had a 95% client satisfaction rate and a 75% rebooking rate," Meursing said. "These numbers spoke louder than any general request could have."</p><h2 id="aff7fded-c028-4b33-b8ea-7e8f5f75b50a"><strong>2. Take on extra responsibilities</strong></h2><p>Some employers suggest workers prove their worth by <a target="_blank" class="" href="https://www.businessinsider.com/promotions-salaries-cut-career-advancement-stagnation-2024-7">going above and beyond their job description.</a></p><p>"During tough times, companies need reliable, high-performing employees more than ever," said Kristin Marquet, founder and creative director of PR agency Marget Media. "Ensure you consistently exceed expectations, take on additional responsibilities, and contribute to the company's bottom line."</p><p>Employees eager to stand out can pad their resume with extra certifications and skillsets and use those qualifications to leverage more money, bosses said.</p><p>Javier Muniz, chief technology officer at LLC Attorney, told BI that his company encouraged employees to take on responsibilities outside of their job description during the economic downturn.</p><p>"Those who took this initiative were foremost on our list of salary reviews," Muniz said.</p><h2 id="4c95b31b-5080-43d3-838b-54e9f1d7c996"><strong>3. Consider Timing</strong></h2><p>Timing is key when it comes to salary negotiations — especially during times of economic uncertainty.</p><p>The best time to request a raise is right after scoring a professional win, several bosses said. Highlighting a series of achievements and successes leading up to negotiations can help bolster an employee's reputation and leave a positive impression on employers.</p><p>Employees who showcase a pattern of wins over time can more effectively build a narrative that supports a raise, experts said.</p><p>"Consider bringing up your salary increase request after a project or achievement as most successful negotiations happen during such moments," Maxime Bouillon, CEO and co-founder of Archie, a Montréal-based hybrid workspace platform.</p><h2 id="79df7bbe-f5a7-4163-81af-2155e75d1b4f"><strong>4. Show your commitment to the company</strong></h2><p>During difficult financial times, employers tend to be most focused on their company's survival. Thus, workers who demonstrate loyalty to their workplace may put themselves at the top of the list for raises, CEOs said.</p><p>Employers value people who are adaptable and focused on the company's vision, according to bosses who spoke to BI.</p><p>"In uncertain economic times, it's crucial to show that you understand the bigger picture," Meursing said, adding that he encourages his employees to "think like the owners."</p><h2 id="67541806-8e5a-415b-bcd1-84bd588093fe"><strong>5. Be prepared to negotiate</strong></h2><p>Employees looking to request a raise should be clear and concise in what they want, bosses said.</p><p>David Weisselberger, an attorney and founder of the criminal justice law firm Erase the Case, suggests employees use a negotiation technique known as "anchoring," in which they make the first offer in salary discussions and aim high.</p><p>"I recall one situation where I led the negotiation with a 25% raise, and the company replied with 18%," he told BI.</p><p>While 18% raises may be a thing of the past, the technique could still help overachievers maximize their salary increases.</p><p>Employees can prepare for negotiations ahead of time by having honest discussions with their managers about anticipated growth expectations and the company's fiscal health, Estrada said.</p><h2 id="fdcd1a76-e691-46a8-b3f6-f68cf7fa095b"><strong>6. Think long-term</strong></h2><p>One of the smartest ways for employees to maximize their work perks is by being open to other forms of compensation, some experts say.</p><p>During difficult economic times, money might be scarce, regardless of how valued an employee is. But workers can still win perks by negotiating beyond salary for things like bonuses, extra time off, flexible work arrangements, or professional development opportunities.</p><p>Sergey Taver, a marketing manager at Precision Watches, said the company had an employee who successfully negotiated for additional training, which later positioned them for a higher role.</p><p>"After discussing the raise, remain open with your employer and illustrate your willingness to help the company through a tough patch," Taver said. "This can help secure a raise at a later stage."</p>

How to win a raise even during an economic downturn, according to bosses 

<ul class="summary-list"><li>A naval architect says rescuers likely have only one shot to save the missing sub if it's found.</li><li>The submersible, which weighs 23,000 pounds, is likely on the ocean floor if it's still underwater.</li></ul><p>It's one thing to find the missing Titanic submersible in the vast Atlantic Ocean — it's another herculean task to retrieve the vessel if it's stuck deep in the ocean.</p><p>The US and Canadian authorities are <a href="https://www.insider.com/missing-titanic-tourist-sub-everything-we-know-so-far-2023-6">searching for a submersible</a> that disappeared on Sunday while carrying five people to see the wreck of the Titanic, which rests at a depth of around 13,000 feet.</p><p>It's not immediately clear what happened to the submersible when it lost contact with its mother ship. It's possible the vessel later resurfaced, <a href="https://www.insider.com/people-missing-submersible-deadbolt-screws-airtight-coast-guard-2023-6">though its passengers would be dead-bolted inside</a>. Or the vessel's <a href="https://www.insider.com/lost-titanic-sub-maker-oceangate-warned-hull-safety-2018-2023-6">hull may have been breached</a>, in one of the worst-case scenarios that, at such extreme depths, would mean everyone on board has died.</p><p>But there's also the remote chance that the submersible, called the Titan, could still be somewhere deep beneath the surface level, intact, and with all five passengers alive.</p><p>Some hope exists on that front. On Tuesday evening, the US Coast Guard tweeted that a Canadian plane <a href="https://www.insider.com/plane-searching-for-missing-titanic-sub-detects-noises-underwater-uscg-2023-6">discovered "underwater noises"</a> in the search area. <a href="https://www.rollingstone.com/culture/culture-features/titanic-submersible-missing-searchers-heard-banging-1234774674/">Rolling Stone</a>, citing internal US memos, reported that an aircraft had documented "banging" sounds at 30-minute intervals.</p><p>Experts have so far told various media outlets that if the vessel was still intact and deep underwater, the only available rescue option would be to tow it back to the surface.</p><h2>Send a line down and hook it up — while 13,000 feet underwater</h2><p>One way rescuers can pull this off is by using the "Flyaway Deep Ocean Salvage System," or FADOSS.</p><p>It's a lift system with a winch and cable designed to retrieve "large, bulky, and heavy sunken objects" weighing up to 60,000 pounds, <a href="https://www.navy.mil/Resources/Fact-Files/Display-FactFiles/Article/2418245/flyaway-deep-ocean-salvage-system-fadoss/">according to the US Navy</a>. The Titan weighs around 23,000 pounds, <a href="https://oceangate.com/our-subs/titan-submersible.html" target="_blank" rel="noopener">according to the company that operates the submersible</a>.</p><p>Another US Navy remote system, <a href="https://www.navy.mil/Resources/Fact-Files/Display-FactFiles/Article/2173379/curv-21-remotely-operated-vehicle/">the CURV-21</a>, can reach depths of up to 20,000 feet, but with a maximum lift capacity of 4,000 pounds, it's unlikely to be able to retrieve the Titan. The US Navy said on Tuesday evening that it had sent a FADOSS to assist in the rescue effort.</p><p>Still, even with the FADOSS, rescuers would have to find a way to hook up the Titan submersible while it's thousands of feet underwater.</p><p>David Mearns, an ocean-recovery expert, <a href="https://www.bbc.com/news/world-us-canada-65965665">told the BBC</a> that a "world-class" remote-operated vehicle with two manipulators could potentially grab the submersible or attach a line to it.</p><p>US and Canadian authorities haven't said whether they have deployed a vehicle capable of performing such a feat on the ocean floor. Alistair Greig, a submarine expert from University College London, told the BBC that the Titan is probably either on the surface or the seabed and is "very unlikely" to be in between.</p><p>That means that if the submersible is still in the water, rescuers would likely have to send a vehicle and cable that could reach the wreck of the Titanic, which is around 2.5 miles under the surface.</p><p>A solution could come from France. <a href="https://www.reuters.com/world/europe/france-send-ship-titanic-sub-rescue-operation-ministry-2023-06-20/" target="_blank" rel="noopener">The French government said on Tuesday</a> that it's sending a ship, called the Atalante, to the search area with the Victor 6000 robot, which is capable of reaching depths of around 3.7 miles.</p><p>The robot is equipped with high-quality cameras and can "manipulate objects," <a href="https://www.flotteoceanographique.fr/en/Facilities/Vessels-Deep-water-submersible-vehicles-and-Mobile-equipments/Deep-water-submersible-vehicles/Victor-6000">according to France's Ifremer Institute</a>.</p><h2>Rescuers will "only get one chance"</h2><p>Fotis Pagoulatos, a naval architect, <a href="https://www.wsj.com/articles/missing-titan-submersible-search-map-22c882f" target="_blank" rel="noopener">told The Wall Street Journal</a> that there might not be enough time to save the passengers inside even if they found the Titan deep below.</p><p>"You need a ship that can lower a cable to pull the Titan up or have some kind of a claw," Pagoulatos told the outlet. "Even if they find it, there may not be enough time for the rescue because of the oxygen issue inside."</p><p>Pagoulatos told the Journal that rescuers would essentially "only get one chance" at most.</p><p><a href="https://www.insider.com/titanic-tourist-submersible-96-hours-of-oxygen-left-coast-guard-2023-6">The US Coast Guard says</a> the Titan has enough emergency oxygen to last until Thursday afternoon ET because the submersible dives with around four days of life support.</p><p>David Marquet, a retired US Navy submarine captain, <a href="https://www.npr.org/2023/06/20/1183152712/titanic-submarine-missing-search" target="_blank" rel="noopener">told NPR</a> that such an elaborate deep-sea operation could be possible but said that the chances of the passengers' survival stood at "about 1%."</p><p>"I'm hopeful, but I think the families should prepare themselves for bad news," he told the outlet.</p>

Even if the Titan submersible is found in the deep sea, rescuers would need to somehow haul it back up. And they'd only have one shot to save everyone inside, a naval architect says.

<p class="source"><span>REUTERS Lucy Nicholson</span></p><p class="caption">Producer Jordon Horowitz holds up the card for the best picture winner "Moonlight."</p><ul class="summary-list"><li><a href="https://www.davidmarquet.com/">David Marquet</a>, a top graduate of the US Naval Academy, commanded the nuclear-powered, fast-attack submarine USS Santa Fe from 1999 to 2001.</li><li>Since retiring from the Navy, he has worked with businesses nationwide as a leadership consultant and gives presentations around the world about his acclaimed first book, "<a href="https://www.amazon.com/Turn-Ship-Around-Turning-Followers-ebook/dp/B00AFPVP0Y">Turn the Ship Around: A True Story of Turning Leaders Into Followers</a>."</li><li><strong>The following is an excerpt from his new book, "<a href="https://www.penguinrandomhouse.com/books/555238/leadership-is-language-by-l-david-marquet/9780735217539">Leadership is Language: The Hidden Power of What You Say - and What You Don't</a>."</strong></li><li>In it, he says that Faye Dunaway and Warren Beatty expected their jobs as presenters to be "redwork" - the work of doing, not thinking - instead of "bluework," the work of thinking.</li><li><a href="https://www.businessinsider.com/?hprecirc-bullet">Visit Business Insider's homepage for more stories</a>.</li></ul><p>On February 26, 2017, as the Oscars drew to a close, Faye Dunaway and Warren Beatty prepared to present the final and most prestigious award of the night. This was what viewers had been waiting for: the Academy Award for Best Picture. So far, everything was going according to plan.</p><p>The two PricewaterhouseCoopers (PwC) partners stood on either side of the stage, ready to hand the envelopes to the presenters. Each partner had a complete set of envelopes, so there was an envelope available whether a presenter emerged from stage left or stage right. As the evening went on, the envelopes were handed to the presenters, and the off-side envelopes were set aside, keeping everything in sync.</p><p>One small aesthetic change had been made this year. The envelopes were redesigned, now deep red with dark gold lettering on the front to identify the award category. The new design made it harder to read the category than in the past. Inside, a card listed the award winner and, in small letters at the bottom, the award category.</p><p>After Emma Stone accepted the award for best actress in a leading role for "La La Land," she just happened to exit stage right, passing the PwC partner just as he was handing the envelope to Dunaway and Beatty, right before they walked onstage. </p><p class="source"><span>Courtesy of IMD</span></p><p class="caption">David Marquet, courtesy of IMD, of which Marquet is an alumnus.</p><p>Unfortunately, the PwC partner had not set aside the spare envelope for best actress in a leading role. He gave Beatty the duplicate, instead of the envelope marked best picture. </p><p>They had the wrong envelope, but there was still an opportunity to avoid announcing the wrong winner.</p><p>Beatty opened the envelope, pulled out the card, and looked down at it. The print read: Emma Stone, "La La Land." It was the card for best actress. He paused, did a double take. His face contorted, he looked in the envelope for a second card. </p><p>In small letters at the bottom, the award category for that card was correctly identified: actress in a leading role. But reading that would have required another pause and the clock was ticking.</p><p>After another moment's hesitation, he started into his script, "And the winner of the best picture ... "</p><p>Again, though, he paused, face tightened and brow furrowed. He looked in the envelope. Hesitancy, double-checking, stalling.</p><p>Dunaway was exasperated by the delay. She'd had enough. She pursed her lips, looked at him disapprovingly, and then placed her hand on his arm and said, "You're impossible!"</p><p>Beatty looked past Dunaway, offstage, for help, or a sign, or something. Nothing came. He was on his own. Dunaway prodded him again with, "C'mon."</p><p>He then showed her the card and she immediately called out, "La La Land."</p><p>She had just announced the wrong movie.</p><h2>Who's to blame?</h2><p>Why didn't Beatty stop the proceedings when he saw something unexpected on the card? What made it so hard to simply hold up his hand and say, "Something doesn't look right here"?</p><p>Beatty was trapped in "redwork" (the work of doing, not thinking) and could not get out. He (along with the rest of the Oscar producers) was running the Industrial Age play of obeying the clock. What they needed to do was a control-the-clock play, but this wasn't in their playbook.</p><p>Here's what I think happened:</p><p>Beatty and Dunaway have been primed to think of their jobs as redwork, following a sequence of steps: dress nicely, walk onstage, open the envelope, read the card. There is no expectation of thinking or decision-making. They do not expect "bluework" - deciding whether they should read the card - to be part of their job.</p><p class="source"><span>Courtesy of Portfolio</span></p><p class="caption">"Leadership is Language: The Hidden Power of What You Say - and What You Don't."</p><p>And why would they doubt the system? The card was delivered by the PwC partner, a trusted source, and in the 50 years since "Bonnie and Clyde" hit the silver screen, there has never been an incorrect card handed to a presenter.</p><p>But then Beatty opens the envelope and sees something unexpected: the name of an actress on the "Best Picture" card. He questions whether it is the right card. A thoughtful decision is needed.</p><p>This is bluework (the work of thinking) and he needs his prefrontal cortex, the part of the brain best able to help him in problem solving. But his prefrontal cortex is impaired by stressors. </p><p>Stress pushes us all back to the oldest part of our brain, that original reptile brain at the top of our spines. That reptile brain is interested in one thing: self-preservation (not the preservation of the Oscars, not the preservation of the teams that worked on "La La Land" and "Moonlight," and not the preservation of Dunaway). </p><p>His reptile brain is worried. It reasons, "If I stop the Oscars and it turns out that the card is right, I will be embarrassed for being wrong."</p><p>Why wrong? Almost every person who goes through this  analysis with me uses that word - they will say, "He's afraid of being wrong." This is one of the barriers to speaking up: labeling as "wrong" a pause which is simply asking for a check that turns out to be unnecessary. To call it resilience, verification, or a questioning attitude would be a better label.</p><p>Or, he could go on with the show. To the reptile brain, this seems like the safer option. The card has never been wrong and it came from an authoritative source. It's not your job, anyway, to question  the card. After all, you are supposed to pass it to Dunaway, and she'll read it. This thought process happens in the blink of an eye. The reptile brain sides with self-preservation.</p><p>After that first glimpse at the card, once that decision is made, the stress leaves Beatty's face and his prefrontal cortex comes back to life. The human brain now evaluates the decision the reptile brain has already made. In essence, it says, "Hey, reptile brain, good job.  Too scary to stop the Oscars. Besides, it's not your job to question the card."</p><p>But the deliberation is not quite closed yet. The possibility the card is wrong weighs heavily on Beatty. He pauses again, still trying to figure out how to stop the show, but he does not have the right play. There are two final chances to trap the error. First, when he looks offstage. The show managers offstage can't see the information on the card, only Beatty can. And Beatty, who can see the information, does not feel he has the authority to stop the Oscars. That decision rests with the show managers. He is trying to close that gap, hoping they will pick up on his distress signals. They do not.</p><p>Finally, there is the chance that Dunaway will notice the problem. Then, maybe they can collaborate on what to do. He shows her the card, but she has misread his delay. She immediately announces, "La La Land."</p><p>What he needed was a pause, a moment to read the small writing at the bottom of the card, or an opportunity to have someone else, perhaps Dunaway, look at the card, too, in a deliberate way. That pause would have given him the opportunity to pivot from "We need to read this card correctly" to "Do we have the correct card?" Instead of being locked into the redwork of task completion, he would have shifted to the bluework of deciding whether they should read the card or not.</p><p>Remember the division of labor in the Industrial Age: A few do the bluework and most do the redwork. It isn't the redwork that gets us in trouble. Instead, it is the division of labor, which creates redworkers who are expected to perform only redwork. This labor strategy is fragile because performing the task sequence of passing the card and reading the card with more expertise would not have prevented the mistake. Only a pause to reevaluate whether they should read the card would have prevented the error from propagating. Redwork is brittle. The bluework allows us to adapt. But unless we control the clock, we have no chance to do our bluework.</p><p>So, the question is not "Who's to blame?" but "What's to blame?"</p><p>And the answer is programming to follow the Industrial Age play of obeying the clock.</p><p><em>Excerpted from "Leadership is Language: The Hidden Power of What You Say - and What You Don't" by L. David Marquet with permission of Portfolio, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. Copyright © L. David Marquet, 2020.</em></p>            <h3>NOW WATCH: <a href="https://www.businessinsider.com/adam-grant-on-narcissism-happiness-leadership-careers-at-davos-2020-1">Leading behavioral psychologist reveals how to be a successful narcissist and why you should stop trying to be happy</a></h3>

The infamous "La La Land" and "Moonlight" Oscars mix-up is a prime example of how prioritizing doing over thinking can destroy workplaces

US Navy submarine commander rates 14 submarine scenes in movies and TV

<p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"></div><p></p></div></div></p><p>How can you strike the perfect balance between being a strong leader and, well ... kind of a jerk?</p><p>Business Insider spoke with former nuclear submarine commander David Marquet to find out.</p><p>Marquet, who spent nearly three decades of service in the US Submarine Force, is the author of "<a href="https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404" target="_blank" data-saferedirecturl="https://www.google.com/url?hl=en&amp;q=https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404&amp;source=gmail&amp;ust=1483554666271000&amp;usg=AFQjCNHypZJ75ZDUIfsiC2nsiZjslAxccg">Turn The Ship Around! A True Story of Turning Followers Into Leaders</a>."</p><p>In 1999, he assumed command of the USS Santa Fe, which ranked dead last in retention and operational standing. Under Marquet's leadership, the ship eventually became the highest-ranked ship in the Navy.</p><p>Marquet says that walking the line between being assertive and domineering is all about timing.</p><p>"Being an authoritative leader is necessary in certain situations," he told Business Insider. "However, if you go around telling people what to do all the time, then you will come across as a jerk. <strong>The key is only to tell people what to do as an exception.</strong>"</p><p>Under normal circumstances, Marquet says that capable leaders must create a work environment where employees take initiative themselves. Then, when a situation arises that requires their attention, they can take more forceful action.</p><p>Marquet also recommends that leaders always use direct communication with their subordinates. Vague language can cause bosses to come across as either wishy-washy or passive aggressive.</p><p>"I've seen people trying to avoid telling people to do things with an artifice of language," he says. "For example, they will say 'Let's get this report submitted' but there's no 'us' in the work. They really mean, 'I need you to get this report done.' If you really need to give an order, give it clearly, succinctly, unambiguously. If you have time, explain why. If not, then explain why later."</p>    <div class="margin-top">        <h3>NOW WATCH: <a href="http://www.businessinsider.com/life-us-navy-submarine-military-training-armed-forces-2016-9">Everything you've ever wanted to know about life on a US Navy submarine</a></h3>        <div>            <div>        <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="wzOXRwdDrpLj7T9HQGfTimNDypV7OuYg" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div>        </div>        </div>            </div>

How to be a strong leader without being a jerk, according to a man who used to command nuclear submarines

<p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"></div><p></p></div></div></p><p>There's a lot of pressure associated with making split-second choices. It can be easy to freeze up or make the wrong move.</p><p>Former nuclear submarine commander David Marquet has a few thoughts on how leaders can make the right call in fast-paced or high pressure situations.</p><p>He says <strong>being prepared is the real key to any kind of decision-making.</strong> It's not a secret and it's not a short-cut, it's just the truth. Planning and expertise can help you carry the day and make the right call in any situation.</p><p>Marquet served in the US Submarine Force for nearly three decades and wrote "<a href="https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404" target="_blank" data-saferedirecturl="https://www.google.com/url?hl=en&amp;q=https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404&amp;source=gmail&amp;ust=1483554666271000&amp;usg=AFQjCNHypZJ75ZDUIfsiC2nsiZjslAxccg">Turn The Ship Around! A True Story of Turning Followers Into Leaders</a>" about his experience aboard the USS Santa Fe.</p><p>"As humans, we have an impulse to admire the leader who seems to just 'make the right call' in the heat of the moment, not focusing on the much more important hard work that precedes that point," he told Business Insider.</p><p>He brought up US Airways Captain Chelsey Sullenberger, who successfully landed a plane on the Hudson River in 2009, as an example.</p><p>"While it's dramatic to focus on those critical few moments that saved the lives of the 155 souls on board, his dedicated work in the simulators and thousands of hours of flight time, discussing with cockpit crews various 'what ifs,' and conducting thought experiments laid the foundation for those few moments," Marquet said.</p><p>"The difference between winners and losers isn't the desire to win, it's the desire to prepare to win," Marquet said. "That's typically hard, boring, tedious, and not very psychologically rewarding."</p>    <div class="margin-top">        <h3>NOW WATCH: <a href="http://www.businessinsider.com/navy-seal-explains-how-get-better-every-day-david-goggins-2016-10">A Navy SEAL told us why we should 'do something that sucks' every day</a></h3>        <div>            <div>        <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="tzbTNnMTE65aFtqcUqL2H2E1tRBCPSq8" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div>        </div>        </div>            </div>

How to make a split-second decision you won't regret, according to a man who used to command nuclear submarines

<p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"></div><p></p></div></div></p>
<p><em>Editor's note: Scroll to the bottom of this post to see the questions.</em></p>
<p><em>December 16, 1998: On Board USS Santa Fe, Pearl Harbor, Hawaii (twenty-four days to change of command)</em></p>
<p><span style="line-height: 1.5em;">According to procedure, I was to spend the next two weeks reviewing ever ything on the ship, including training records, school records, administrative records, award records, advancement records, records pertaining to the operation and maintenance of the reactor plant, the weapons system, the torpedoes and missiles, schedules, exercises, classified material, and so on.</span></p>
<p>I ignored that. Instead, I spent my time walking around the ship talking to people. I also set up a series of walkabouts during which each chief or officer would walk me around his spaces. In order to do these inspections properly, I'd ask them to bring me a flashlight.</p>
<p>It wasn't supposed to be a test, but the flashlights were pitiful. Broken, dead batteries, dim bulbs-you couldn't see anything. I figured this was what Commodore Kenny was talking about. I got myself a super Maglite that took four D-cell batteries. Its light was as bright as the sun. I carried that flashlight around with me everywhere. Soon, others started carrying flashlights that actually worked as well.</p>
<p>I <span style="line-height: 1.5em;">attended a department head meeting, a routine review of maintenance issues, in the wardroom. The wardroom is a small room in which there's a ten-man table where the officers eat. It also serves as a training room, an operational </span><span style="line-height: 1.5em;">planning room, a meeting room, and the place where officers watch movies. If necessary, it serves as the surgical operating room as well.</span></p>
<p>I looked around at the four department heads. These were the key individuals I would go to war with, entrust the lives of the 135 crew members to, and possibly die with. I felt bad for these guys: the attendees wandered in late, and the captain stayed away until ever yone was assembled.</p>
<p>Then he was invited. The meeting started late. It might seem like a little thing, but on board a nuclear submarine, little things like lack of punctuality are indicative of much, much bigger problems. At this particular meeting, everyone was waiting for someone else.</p>
<p>The meeting started. Lieutenant Dave Adams, the weapons officer (Weps), briefed a problem with the vertical launch system (VLS) in the bow of the sub. There was a long discussion about O-rings, seals, and retests. I probably should have paid attention to the technical issues because this missile system wasn't on the Olympia so I hadn't paid attention to it during my training, but instead I observed the people in the room. Dave was earnest and forthright but frustrated and defensive about all the questions he needed to answer. The other department heads and chiefs were bored.</p>
<p>After the meeting I followed Dave to his stateroom. "Weps, you seemed a bit frustrated."</p>
<p><span style="line-height: 1.5em;"><div class="KonaFilter image-container display-table"><div><div class="image on-image"></div><p></p></div></div>In essence, Dave was describing a problem inherent in the leader-follower model, although he didn't use those words. Because of his insights and passion he would become one of Santa Fe's greatest engines for good, embracing the concept of leader-leader and carrying it forward.</span></p>
<p>"Look, Captain, I have a vision of how I want this department to operate," he began.</p>
<p>As I listened to him tell me about how he wanted things to be, I became more and more enthusiastic, and impressed. Unfortunately, he was being ignored. As he ticked through the ideas he had for improving his department, I would ask how he had implemented them.</p>
<p>Each time the answer was the same: someone up the chain of command hadn't supported the initiative, so nothing happened. The chiefs working for him didn't seem eager to step up with their own ideas either. He had wanted to conduct training with the officers numerous times on Tomahawk missile strikes, something we would be tested on in January, but the training either had never been scheduled or had been canceled.</p>
<p>I found Dave an incredibly intelligent, driven, and gifted officer. He grew up the younger son of a career Army enlisted man. Likely influenced by his demanding father, Dave acquired a drive I've rarely seen equaled. He also learned to appreciate his men but at the  same time demand excellence from them. I felt better about my plan because I was going to have to rely on the technical expertise of Dave and the other department heads if it was going to work.</p>
<p>Dave wasn't the only frustrated officer. Lieutenant Commander Bill Greene, the navigator (Nav) and senior department head, had requested a transfer out of the  submarine force. Two of the junior officers had submitted their resignations.</p>
<p><span style="line-height: 1.5em;">As things on Santa Fe deteriorated, the crew adopted a hunker-down mode in which avoiding mistakes became the primary driver for all actions. They focused exclusively on satisfying the minimum requirements. Anything beyond that was ignored.</span></p>
<p><strong>I saw the frustration in the officers and crew on the USS Santa Fe as a result of leader-follower mentality. Based upon their frustrations, I created a series of questions and activities that can help people think about the pervasiveness of the leader-follower model, and the pain it causes.</strong></p>
<p><div class="KonaFilter image-container"><div class="image on-image"></div><p></p></div>1. When was the last time you walked around your organization to hear about the good, the bad, and the ugly of top-down management? Begin by answering the series of questions below. Then, share, brainstorm and discuss your answers with your team. </p>
<p>2. Where is the pain and frustration greatest in your organization? What frustrations do the "bosses" have with the workers? What frustrations do the workers have with the bosses?</p>
<p>3. In your workplace, do you believe people lean more toward desiring change or toward simply being comfortable with the current level of performance? Why do you think this is, and what do you think is the ideal state for a workplace?</p>
<p>4. How would you describe the culture of your workplace? How prevalent are behaviors that support others in the organization and achieve progress?</p>
<p>5. In what ways does leadership in your organization take or give control?</p>
<p>Once you've discussed these questions with your team, challenge yourself and your managers to do the activity below. This will allow you, your boss, and your reports take the first step toward building reversing that pain and leaders at every level by starting intent-based leadership in your organization.</p>
<p>The next time you get an e-mail from an employee reporting a problem without a solution, go talk to him and see if you can get him to come up with a solution. Here's an example of what you could say:</p>
<p>Thank you for bringing this important issue to my attention. I sincerely believe that this challenge is important, and you have demonstrated sufficient technical competence and organizational clarity to solve it. I'm depending on you to take the next steps. Please keep me informed about what you intend to do and if you need any help.</p>
<p><em>Adapted from <a href="http://www.amazon.com/gp/product/1591847532/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=1591847532&amp;linkCode=as2&amp;tag=thebusiinsi-20&amp;linkId=42VGD3ZXYIBG4BQO">TURN YOUR SHIP AROUND: A Workbook for Implementing Intent-Based Leadership in Your Organization</a> by L. </em><em style="line-height: 1.5em;"><span id="docs-internal-guid-ddfef551-0e74-8c41-f02f-f35d9544348f">David Marquet with permission of Portfolio, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. Copyright (c) Louis David Marquet, 2015 and from TURN THE SHIP AROUND: A True Story of Turning Followers into Leaders by L. David Marquet with permission of Portfolio, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. Copyright (c) Louis David Marquet, 2012.</span></em></p>

Ask These 5 Tough Questions To Turn Around A Struggling Business

<p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span><a href="https://www.flickr.com/photos/pedrosimoes7/12747607194">Flickr / Pedro Ribeiro Simões</a></span></p><p class="caption">Learn how to make your dreams a reality.</p></div><p></p></div></div>This week, Amazon's editors released a list of <a href="http://www.amazon.com/b/ref=blogs_omni_link_20160224bl100Bal?ie=UTF8&amp;node=14027821011">100 leadership and success books to read in a lifetime</a>.</p><p>"We chose books to help people plan for their futures and/or deal better with their present," said <a href="http://www.omnivoracious.com/chris_schluep.html">Chris Schluep</a>, senior books editor at Amazon.com. "The same book won't work for every situation, or every person, so you'll see titles sitting beside one another that might not normally share shelf space."</p><p>In other words, while this list does include books by traditional business people, you'll also find works by outspoken entrepreneurs, spiritual leaders, and Hollywood producers.</p><p>What each of these authors shares is a desire to help people find out what they really want - and to make their dreams a reality.</p><p>Check out the full, ranked list below, and <a href="http://www.businessinsider.com/amazons-top-25-leadership-and-success-books-2016-2">learn more about the top 25 here</a>.</p><ol><li>"<a href="http://amzn.to/21mJ5tx">#Girlboss</a>" by Sophia Amoruso</li><li>"<a href="http://amzn.to/21mJb4u">A New Earth</a>" by Eckhart Tolle</li><li>"<a href="http://amzn.to/1TIt6S2">Andrew Carnegie</a>" by David Nasaw</li><li>"<a href="http://amzn.to/1XPKEuy">Awaken the Giant Within</a>" by Tony Robbins</li><li>"<a href="http://amzn.to/1n1yHVp">Big Magic</a>" by Elizabeth Gilbert</li><li>"<a href="http://amzn.to/1n1yIIG">Business Adventures</a>" by John Brooks</li><li>"<a href="http://amzn.to/1n1yLEl">Change Your Brain, Change Your Life</a>" by Daniel G. Amen</li><li>"<a href="http://amzn.to/21mJtID">Chicken Soup for the Soul</a>" by Jack Canfield, Mark Victor Hansen, and Amy Newmark</li><li>"<a href="http://amzn.to/21mJxIg">Choose Yourself!</a>" by James Altucher</li><li>"<a href="http://amzn.to/1TItkbI">Crush It!</a>" by Gary Vaynerhcuk <div class="KonaFilter image-container display-table float_right"><div><div class="image"><p class="source"><span>Amazon</span></p></div><p></p></div></div></li><li>"<a href="http://amzn.to/1n1yUI6">Do Over</a>" by Jon Acuff</li><li>"<a href="http://amzn.to/1XPKO5a">Drive</a>" by Daniel H. Pink</li><li>"<a href="http://amzn.to/1QkKeaz">Eat That Frog!</a>" by Brian Tracy</li><li>"<a href="http://amzn.to/1n1yWzG">Elon Musk</a>" by Ashlee Vance</li><li>"<a href="http://amzn.to/1QkKkPm">Emotional Intelligence</a>" by Daniel Goleman</li><li>"<a href="http://amzn.to/21mJRXE">Essentialism</a>" by Greg McKeown</li><li>"<a href="http://amzn.to/21mJQD4">Execution</a>" by Larry Bossidy, Ram Charan, and Charles Burck</li><li>"<a href="http://amzn.to/1XPKTG8">Find a Way</a>" by Diana Nyad</li><li>"<a href="http://amzn.to/1n1z6Hb">First, Break all the Rules</a>" by Marcus Buckingham and Curt Coffman</li><li>"<a href="http://amzn.to/1XPKUKc">Flow</a>" by Mihaly Csikszentmihalyi</li><li>"<a href="http://amzn.to/21mK4Ke">Flying Without a Net</a>" by Thomas J. DeLong</li><li>"<a href="http://amzn.to/1QkKKFw">Freakonomics</a>" by Steven D. Levitt and Stephen J. Dubner</li><li>"<a href="http://amzn.to/21mK9xI">Getting More</a>" by Stuart Diamond</li><li>"<a href="http://amzn.to/1n1zeql">Getting Things Done</a>" by David Allen</li><li>"<a href="http://amzn.to/1XPL1oZ">Getting to Yes</a>" by Roger Fisher, William Ury, and Bruce Patton</li><li>"<a href="http://amzn.to/1XPL1VU">Give and Take</a>" by Adam M. Grant</li><li>"<a href="http://amzn.to/1n1zjKy">Good to Great</a>" by Jim Collins</li><li>"<a href="http://amzn.to/1n1zky7">How to Win Friends and Influence People</a>" by Dale Carnegie</li><li>"<a href="http://amzn.to/1n1zmWM">How Will You Measure Your Life?</a>" by Clayton M. Christensen, James Allworth, and Karen Dillon</li><li>"<a href="http://amzn.to/1n1zqG2">Influence</a>" by Robert B. Cialdini</li><li>"<a href="http://amzn.to/21mKyA8">Leadership on the Line</a>" by Martin Linsky and Ronald A. Heifetz</li><li>"<a href="http://amzn.to/1n1zsxr">Lean In</a>" by Sheryl Sandberg</li><li>"<a href="http://amzn.to/1XPL9F5">Made to Stick</a>" by Chip Heath and Dan Heath</li><li>"<a href="http://amzn.to/1n1zyoQ">Man's Search for Meaning</a>" by Viktor E. Frankl</li><li>"<a href="http://amzn.to/1TItRKL">Meditations</a>" by Marcus Aurelius</li><li>"<a href="http://amzn.to/1TItVKv">Mindset</a>" by Carol Dweck</li><li>"<a href="http://amzn.to/1n1zDsR">Misbehaving</a>" by Richard Thaler</li><li>"<a href="http://amzn.to/1XPLh7w">Oh, The Places You'll Go!</a>" by Dr. Seuss</li><li>"<a href="http://amzn.to/1n1zINa">Outliers</a>" by Malcolm Gladwell</li><li>"<a href="http://amzn.to/1n1zIwG">Personal History</a>" by Katharine Graham <div class="KonaFilter image-container display-table float_right"><div><div class="image"><p class="source"><span>Amazon</span></p></div><p></p></div></div></li><li>"<a href="http://amzn.to/1QkLSZW">Predictably Irrational</a>" by Dan Ariely</li><li>"<a href="http://amzn.to/1n1zOEu">Quiet</a>" by Susan Cain</li><li>"<a href="http://amzn.to/1n1zRjD">It Worked for Me</a>" by Colin Powell and Tony Kolt</li><li>"<a href="http://amzn.to/1n1zWDW">Siddhartha</a>" by Herman Hesse</li><li>"<a href="http://amzn.to/1n1zVQg">Start With Why</a>" by Simon Sinek</li><li>"<a href="http://amzn.to/21mLkx8">Steve Jobs</a>" by Walter Isaacson</li><li>"<a href="http://amzn.to/1TIueot">Strengths Finder 2.0</a>" by Tom Rath</li><li>"<a href="http://amzn.to/1n1A2LQ">Stumbling on Happiness</a>" by Daniel Gilbert</li><li>"<a href="http://amzn.to/21mLq7Y">Superforecasting</a>" by Philip E. Tetlock</li><li>"<a href="http://amzn.to/21mLuEC">Talent is Overrated</a>" by Geoff Colvin</li><li>"<a href="http://amzn.to/1XPLveI">The 22 Immutable Laws of Marketing</a>" by Al Ries and Jack Trout</li><li>"<a href="http://amzn.to/1XPLw2d">The 48 Laws of Power</a>" by Robert Greene</li><li>"<a href="http://amzn.to/1QkMEpI">The 4-Hour Workweek</a>" by Timothy Ferriss</li><li>"<a href="http://amzn.to/1n1AeL8">The 7 Habits of Highly Effective People</a>" by Stephen R. Covey</li><li>"<a href="http://amzn.to/1n1AdH5">The Alchemist</a>" by Paulo Coelho</li><li>"<a href="http://amzn.to/21mLN2n">The Art of Happiness</a>" by Dalai Lama</li><li>"<a href="http://amzn.to/1n1AppI">The Art of Stillness</a>" by Pico Iyer</li><li>"<a href="http://amzn.to/1QkN5Ap">The Art of Strategy</a>" by Avinash K. Dixit and Barry J. Nalebuff</li><li>"<a href="http://amzn.to/1n1As4U">The Art of the Start 2.0</a>" by Guy Kawasaki</li><li>"<a href="http://amzn.to/1QkNbba">The Art of War</a>" by Sun Tzu</li><li>"<a href="http://amzn.to/1XPLIP8">The Big Short</a>" by Michael Lewis</li><li>"<a href="http://amzn.to/21mM1GM">The Black Swan</a>" by Nassim Nicholas Taleb</li><li>"<a href="http://amzn.to/1QkNnY0">The Charisma Myth</a>" by Olivia Fox Cabane</li><li>"<a href="http://amzn.to/1n1ACt5">The Checklist Manifesto</a>" by Atul Gawande</li><li>"<a href="http://amzn.to/1TIuJPA">The Confidence Code</a>" by Katty Kay and Claire Shipman</li><li>"<a href="http://amzn.to/1TIuLqu">The Effective Executive</a>" by Peter F. Drucker</li><li>"<a href="http://amzn.to/1XPLQOF">The Essays of Warren Buffett</a>" by Warren E. Buffett and Lawrence A. Cunningham</li><li>"<a href="http://amzn.to/1TIuO5M">The First 90 Days</a>" by Michael D. Watkins</li><li>"<a href="http://amzn.to/1n1AQ38">The First Tycoon</a>" by T.J. 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