Getting in the habit of using six phrases -- including, "I'm enough," "What's the cost of indecision?" and "I don't have to do this; I get to do this," can help build your mental toughness and confidence as a leader, writes Scott Mautz, an author and a former senior executive of Procter & Gamble. "The only question that's truly important is whether or not you're growing," Mautz notes.

Put it into practice: When facing a setback, mentally resilient leaders look for possibilities among the rubble and seek to control what they can, Mautz writes. "Mentally strong people focus on what they still have in the face of adversity and what possibilities now present themselves."

Increase your team's engagement and productivity by working on your confidence in communication, decision-making and risk-taking, allowing them to see you not be deterred from achieving your goals, writes executive coach and author Joel Garfinkle. "If you can get comfortable with 'try, fail, learn, repeat,' you'll inspire others to persist in their own goals," Garfinkle notes.

Put it into practice: Teams are more loyal to leaders who exude confidence and see them learn, grow and succeed despite setbacks, Garfinkle asserts. "Do your work with conviction, and make sure to express your confidence in your employees' work both vocally and with your body language and actions."

Boost participation and learning in training sessions by channeling "your inner talk-show host," allowing others to answer questions, making time for those in the room (in-person or virtually) to greet one another and using digital whiteboards or flip-charts to capture ideas, writes Thomas Kramer. "Create visual summaries of key points discussed during the training, reinforcing learning and aiding retention," Kramer recommends.

Put it into practice: Use real-time polls to make sure your audience is grasping key points, pose thought-provoking questions and invite participation, especially from those who may be keeping quiet, Kramer advises. "Have groups select a participant to share results or discussion from breakout groups and then invite other members to contribute or add additional thoughts," Kramer adds.

Public "call-outs" are controversial. Twenty-five percent of respondents said they've never considered calling someone out publicly for bad behavior (and most of that group thinks it's inappropriate to do so). Another 30% of you have considered doing it but have yet to take the step, but a full 45% of respondents said they do it after trying to resolve the issue one-on-one.

Obviously, taking that step toward making a public call-out is a big one. For those who say they'd never do so, how would you handle it if the other party simply refuses to rectify the bad behavior? Do you accept that they're not going to change and let them continue acting that way?

Their failure to address the bad behavior can be a passive-aggressive stall in the hopes that you'll give up trying to correct the behavior. In doing so, you've let them know they can continue misbehaving without consequence, and you'll get more of the same. While taking a grievance public can feel like you're escalating things too much, consider your alternatives if you don't do something drastic to change their behavior.

Mike Figliuolo is managing director of thoughtLEADERS, which includes TITAN -- the firm's e-learning platform. Previously, he worked at McKinsey & Co., Capital One and Scotts Miracle-Gro. He is a West Point graduate and author of three leadership books: "One Piece of Paper," "Lead Inside the Box" and "The Elegant Pitch."

Bethany Mayer, a corporate board member and former CEO of Ixia, says she learned listening skills from the leadership model of her father, and says as a CEO, you have to know where the "red line" is and never cross it. "You have to have a sense of, here's who I am, here's what I want to do, here's how we want to do it, and here's what we're going to accept and what we will not," Mayer says.

It's no fun when your favorite show ends, but researchers in Australia found that fans of the TV show "Neighbours" experienced significant grief akin to losing a close friend when the show concluded after airing 37 years in the UK and Australia. The study involved 1,289 survey respondents and showed that viewers with strong parasocial relationships with the characters felt a deeper sense of loss, underscoring the strong emotional bonds formed with long-running TV shows.

In observance of Juneteenth in the US, SmartBrief will not publish Wednesday, June 19.

One of my favorite social media content producers is Gerry Brooks, a former school administrator from Lexington, Ky., who makes humorous videos on life as a school principal. In this video, he's stranded at an airport, waiting for a flight to get him home and uses one of the tools of the mentally strong leader that Scott Mautz mentions in his article, saying "I get to" instead of "I have to."

Even in the midst of a flight delay, Brooks talks about how he "gets to" stay in Dallas for the night in a hotel and get home the next day. "Because I'm blessed to be a speaker and be able to go out to different places and get on an airplane, and although I don't want to spend the night in Dallas, I get to because of how blessed I am."

How would it change the way you lived and moved through the world with that one simple thought change? What do you get to do today?

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