 |
As an entrepreneur or an employee, you have the creative abilities to make… connections in your own industry.
|
210 |
 |
Like a vortex, small gaps between executives high up in an organization become major discrepancies by the time they reach employees below.
|
208 |
 |
…employees consistently put continuous professional development on or near the top of their criteria for choosing an employer.
|
127 |
 |
…organizations push [employees] just beyond their current capabilities and build the skills that are most important.
|
128 |
 |
…for employees trying to improve, making real decisions in real time is the central practice activity that produces growth.
|
129 |
 |
The annual evaluation exercise is often short, artificial, and mealy-mouthed. Employees have no idea how well they performed and thus no prospect of getting better.
|
132 |
 |
…rather than offering opportunities to learn and rewarding curiosity, the typical organization leaves inquisitive employees to find their own ways to learn.
|
174 |
 |
Extrinsic motivators may be, by definition, the only type that a company can offer employees, but most companies do it about as poorly as they can.
|
194 |
 |
Pick the wrong person [for CEO], and the penalties include a skidding stock price, vanishing customers, tattered brand reputations, and intense employee criticism.
|
200 |
 |
Just as a parent can’t buy the love of their children with gifts, a company can’t buy the loyalty of their employees with salaries and bonuses.
|
150 |
