Frustrated with a younger worker? Try a relational approach

When a younger staff member makes a wrong decision because of perceived inexperience, Tim Elmore, CEO of Growing Leaders, provides "A LEG" to stand on when talking with them by first asking questions to get at the root of their reasoning, making them feel heard by listening intently, empathizing to signal that you understand and only then guiding them from your personal power instead of your position. "Your influence now comes from a relationship, not a title," Elmore notes.

Put it into practice: Empathizing with someone doesn't mean you agree with them, writes Elmore, who notes it's more like the Native American practice of using a "talking stick" that the other person only passes when they feel understood. "When we empathize, they feel understood."

Costco's "do the right thing" culture, which prioritizes taking care of customers, employees and long-term investments without compromising ethics, has resulted in the company successfully challenging the shareholder-first mentality, writes Michael Lee Stallard, the president and co-founder of Connection Culture Group, who urges other businesses to follow suit. "By adopting a more holistic perspective that considers the interests of employees, customers and the broader community, businesses can build a foundation for enduring success and contribute to a more equitable and sustainable economic system," Stallard writes.

Put it into practice: Leaders can mimic Costco co-founder and former CEO Jim Sinegal's "do the right thing" culture by following his road map, Stallard writes. "1. Obey the law, 2. Take care of our customers, 3. Take care of our employees, 4. Respect our suppliers and 5. Reward our shareholders, pretty much in that order."

When telling the story of your company, stress what's unique about your business, use the best platforms persistently, have personal stories ready to share and always incorporate your story into interactions, says Felicia Sinusas, associate director of publicity at Harvard Business Review Press. "Businesses need to realize that their story will help establish trust and connection with their current and potential customers," Sinusas says.

Put it into practice: Make your business story dramatic by talking about the challenges you've overcome as well as the success you've had, Sinusas says. Also, talk about mistakes made along the way, the insights you had and how you leveraged them to achieve success.

Everette Taylor, CEO of Kickstarter, emphasizes the importance of self-awareness in employees and assesses it in job interviews by asking candidates about their mistakes and how they handled them, specifically looking for candidates that take accountability. "I have an incredible team that's super smart and will put me in my place, and I love that," says Taylor.

Research has shown that animals can recreate experiences in their brains while sleeping, and dogs are no different. Dogs "probably dream about their owners and interacting with other dogs and with people that they enjoy," says American Veterinary Medical Association Past President Jose Arce, who predicts AI will likely reveal more about pets' dreams in the future.

Did you know that Google's original name was "Backrub?" Did you know that Duncan Hines published a restaurant guidebook in 1936 that made him an "eatery expert," so he formed a business to license his name on culinary products? Did you know that eBay was originally named "Echo Bay," but the website domain was already claimed, so they changed their name?

These are just some facts about well-known companies that have followed the guidelines laid out by Felicia Sinusas, associate director of publicity at Harvard Business Review Press. Every business has an origin story, but that's just the beginning of their tale. Like all good stories, they need to talk about the challenges they faced and overcame, the insights that came from that journey and how those events relate to the lives of their customers.

We know the details about the companies we deal with because they have made it a practice to tell their stories repeatedly. I've heard marketing experts say that the moment you're tired of saying your mission or talking about your history, your audience is just starting to really hear it and take it in.

What story are you telling about your business? What obstacles have you faced? Are you including them in your story, creating a hero's journey that will have your customers rooting for your success?

Whatever your story, Sinusas advises you to "Tell it again, and again, and again in different ways."

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