As a pilot, Chris Smith, a leadership specialist and aviation counselor, writes that as a leader, he created a culture for the crew that emphasized belonging, teamwork and the ability to bring anything to his attention if they had a concern. "The most important lesson I've learned along the way is to give your crew -- and staff -- a reason to respect and follow you because when times are tough, they are the ones that can truly help you navigate a storm," Smith writes.

Put it into practice: It's the title that gives leaders their clout, but if you're not working for the respect of your team, your title will carry little weight with them, Smith notes. "When we have influence, our team will follow us, speak up and tell us what's really going on. And we won't even need a title."

Leaders who expand their "inner rings" can foster a sense of inclusion in their teams by creating an "ego-free zone" that consists of confidentiality and honest and respectful debate where multigenerational perspectives are valued, writes Alaina Love, the CEO of Purpose Linked Consulting. "Structure future team and company-wide meetings to capitalize on the capabilities and knowledge of a wide variety of team members, especially those from different functional areas and disciplines," Love writes.

Put it into practice: Love learned about expanding "inner rings" at a conference where she writes that groups expected spirited but respectful debate so they could hear different points of view. "Ask your team to challenge your ideas and those of one another, but do so collaboratively, seeking the best ideas rather than the cleverest quip," Love advises.

Saying "I'm sorry" often isn't enough after an offense, writes leadership expert Steve Keating, who lays out what a heartfelt apology looks like, including making it specific, taking responsibility, expressing regret, making amends and changing future behavior. "After expressing your apology, allow the other person time to share their feelings. Don't rush or pressure them into forgiving you," Keating advises.

Put it into practice: Follow through with your commitment to change behavior after an apology and avoid shifting blame or saying something like, "I'm sorry you were offended," Keating writes. "A sincere apology requires vulnerability and a real desire to repair the harm done, rather than just wanting to be forgiven."

Women see more opportunities in disruption and are less fearful of it, according to research, which Kellie Fitzgerald, managing director of retail at Google, says is because they see it as a chance to change the status quo, such as being too busy to take a break for lunch. "I want to disrupt this silly habit of trying to make every single minute of the day productive for retail," Fitzgerald says.

If your child (or you) are a picky eater, don't blame the cuisine because a study published in the Journal of Child Psychology and Psychiatry found that fussy eating is mainly influenced by genes and is a stable trait lasting from toddlerhood to early adolescence. Findings showed that genetic differences accounted for 60% of the variation in dietary fussiness at 16 months, increasing to 74% or more between ages 3 and 13.

Innovators have another week to submit entries for SmartBrief's newest Innovation Awards program, which will celebrate the best of AI advancements in retail, IT/cybersecurity, education and people management. The program also welcomes ground-breaking ideas for any industry in a general innovation category. Learn more and submit by 11:59 p.m. PT on Friday.

"I'm sorry if people were offended."

That's the primary type of apology we hear mainly from politicians these days. It's a non-apology, of course. They're really not sorry people were offended. They're usually sorry someone is holding them to account for their behavior.

This is the difference Steve Keating draws out in his article on how to offer a genuine apology. First, of course, we must feel sorry for some behavior or words that have caused offense or harm. It's that feeling of remorse and the desire to change behaviors in the future to avoid doing any more damage that makes the apology genuine.

We may, however, think our apology is the end of the process, but Keating reminds us that we must allow those who have been impacted by our words or actions a chance to respond without insisting they forgive us in that moment.

Keating recommends saying something like: "I understand if you need time to process this, but I want to sincerely apologize."

The last step, of course, is to follow through. To change the behavior or do whatever you've promised to make amends.

"The authenticity of an apology is often measured by what follows," Keating notes.

If this newsletter helps you, please tell your colleagues, friends or anyone who can benefit. Forward them this email, or send this link.

What topics do you see in your daily work that I should know about? Do you have any feedback you'd like to share? Drop me a note. And while you're at it, please send me photos of your pets, your office and where you spend your time off so we can share them.