To drive innovation, you sometimes have to “break” to achieve your breakthrough.

Tesla Motors is a perfect example of a company that disrupted its industry, despite the risks inherent in innovation. Founded in 2003 as a “boutique” automotive company, Tesla soon focused on the fringe electric car movement. When the financial crisis hit, Elon Musk came close to losing both Tesla and SpaceX. After General Motors and Chrysler went bankrupt, Musk found it almost impossible to raise another round of funding. Following the acquisition of $465 million in low-interest loans from the U.S. Department of Energy in 2009, Tesla was able to file an IPO and begin trading on the NASDAQ stock exchange.

Tesla’s subsequent efforts have been revolutionary. The company introduced a transformative driving experience to the market and continues to drive down the cost of electric cars — all under the guise of a 100-year-old mode of transport.

This type of innovation requires risk, and when growing from a startup to a stable, process-driven enterprise, the willingness to allow something to “break” is often lost. (read more…)

Posture is critical to public speaking.

The stance of a speaker says much about how a speaker feels about what is saying as well as how he wants the audience to receive the message. A speaker hunched over at the podium, or one who is furtively glancing sideways or upwards, but never at the audience, radiates discomfiture.

James Lowther, Speaker of the British House Commons early in the 20th century, gave this advice, “There are three golden rules for Parliamentary speakers: Stand up. Speak up. Shut up.”

The first two relate directly to posture, the third bit relates to common sense. And that is something no speaker can project enough (read more…)

Trust is nearly synonymous with leadership. And it’s big business. We buy books (from the selection of more than 80,000 about trust on Amazon. We attend seminars. And we work diligently to cultivate it with employees, peers, supervisors, customers — heck, everyone we know. But field research suggests that real and lasting trust may depend less on what we do and more on what we don’t do.

What our parents told us growing up is true: years of trustworthy behavior and trust-building efforts can unravel easily — sometimes with just one act. In fact, employees report that undermining trust is as simple a performing any of these top trust terminators.

Lie

Making untrue, inaccurate statements is only the tip of the iceberg. To employees, fibbing by omission (editing out or withholding something) is as bad as lying by commission (intentionally spreading false information.) As hard as it may sometimes be, candid straight talk is the foundation of trust, relationships and results. (read more…)

The Young Entrepreneur Council is an invite-only organization comprised of the world’s most promising young entrepreneurs. YEC recently launched StartupCollective, a free virtual mentorship program that helps millions of entrepreneurs start and grow businesses. Read previous SmartBlogs posts by YEC.

yec_Dan Price1. Find the truth

When you get negative feedback, it can be emotional, so give yourself time and space to process the feedback. Then, realize there’s truth behind every single piece of feedback you get — no matter where it comes from. — Dan Price, Gravity Payments

yec_Brennan White2. Act like a CEO

Regardless of the level, managers should respond to negative feedback like good CEOs would. They should get more data to confirm or deny the feedback, and if the negative feedback is true, they should unemotionally set a plan to rectify shortcomings by a specific date and use the same reports to judge their progress. Agree in advance what the remedies are if progress isn’t made. (read more…)

This post is an excerpt from “Communicate to Inspire” (February 2014, Kogan Page) by Kevin Murray.

Communicate to Inspire Be yourself better

Authenticity as a leader is crucial. Followers will not commit if they do not trust you and believe that you have integrity. So, even if you are a highly introverted individual, you will have to learn to speak with more passion, talk to your values and stand up more often to speak to your beliefs. Followers must feel your passion and believe that you believe. When you are clear with yourself about the things you really care about, you cannot help but talk to them with passion.

Most leaders have not spent the time articulating those beliefs, yet the ability to draw on and display that passion and commitment, consistently and predictably, counts for more than skills at oratory and communicates more effectively than even the most perfectly crafted words. You have to be true to yourself, but you also have to learn to ‘perform’ yourself better. (read more…)