Are you second-in-command? Here's how to reach the top

If you find yourself as the second-in-command who longs for the top job, like "Hamilton," don't throw away your shot, writes Ken Goldstein, the chairman and CEO of ThriftBooks Global, who recommends continuing to hone your leadership skills, building trust with those around you and relying on mentors to get you in the room with decision-makers. "Network ceaselessly for what you can do for others with such modest expectations of reciprocity that help is always abundant long before you ask for it," Goldstein advises.

Put it into practice: Test your leadership skills, Goldstein advises, by learning how to make the right decisions when the pressure is on. "Learn the balance of risk-taking, the integrity of owning failure and the cycle of learning that comes from measured mistakes."

Don't let the generation gap between managers and entry-level employees lead to a gap in productivity, writes Rachael Grail, a senior consultant at Interaction Associates, who offers three ways to lead workers of all ages. Grail advises managers to use productivity measurements other than hours worked, understand generational differences in motivation and accommodate preferences of all generations by setting clear expectations.

Put it into practice: Multigenerational teams can thrive when everyone's perspective is valued, from traditionalists to Gen Z employees. "Leaders can expect to find more creative solutions to their problems and more innovation from diverse perspectives," Grail writes.

Communication is a cornerstone of effective leadership, but many people need to take the time to communicate their ideas clearly, writes Frank Sonnenberg, who offers 25 tips to boost communication skills. Sonnenberg advises leaders to focus on being upfront, honest and consistent while avoiding jargon, assumptions and exaggeration.

Put it into practice: Don't worry about communicating too much or overexplaining yourself! "When in doubt, communicate more than less," Sonnenberg writes. "People often neglect communication because they assume things will take care of themselves."

Artemis Patrick, president and CEO of Sephora North America, says that leaders should be open to new ideas and always try to learn more and understand more about their business. "As long as I continue to learn and grow in what I'm doing, that's what success looks like to me," Patrick says.

Social stereotypes around names mean people begin to look like the connotations of their name, according to a new study that found people can accurately guess the names of adults based on facial features alone at a significant rate above just chance. Test guessers were less accurate with younger children's names, suggesting that over time, we grow into the social stereotypes associated with our names.

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Robin K. sent in this photo of Charlie, a 4-year-old Havanese who guards Robin's home. Charlie came to Robin during the pandemic, and Robin traveled from Rhode Island to Florida to pick him up after purchasing "three seats on Jet Blue." It was all worth it, Robin says. "He is a very sweet little guy, my Velcro buddy. All of our friends and neighbors love him."

And now, we get to love Charlie, too!

What non-human companion keeps you company in your home office or greets you when you come home? Please send me your photos!

We know the old saying about what happens when we "assume," and it's often assumptions over what people do and do not understand that can make us all look like rear ends. Frank Sonnenberg has 25 pieces of good advice, including communicating more, not less, and putting things in writing to clarify your meaning even more.

The best piece of advice, though, is to listen -- listen to what people are saying and what they are not saying. Asking clarifying questions, summarizing what you heard them say, asking if you got it right and being kind and generous when you do finally speak.

Overall, the best communicators are consistent, tell the truth and apologize when they've gotten it wrong, Sonnenberg notes.

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