 |
…thank them for their contribution. No one should feel that they are being taken for granted…
|
135 |
 |
You cannot abdicate your role as boss. When bosses fail to address employee issues personally and quickly, bad things happen.
|
145 |
 |
When people feel that something is important and they have some control, they will be motivated to exert the effort to make things work.
|
18 |
 |
If your employees believe their job is to do what you tell them, you’re sunk.
|
121 |
 |
Employees who feel truly trusted are less likely to betray that trust because they understand innately that it works to their benefit.
|
115 |
 |
Though companies desperately want employees to keep their heads in the game, it turns out that generally they do a terrible job at creating the conditions necessary for employees to do so.
|
117 |
 |
Why do employees do the right thing? They will do the right thing because in self-governing cultures, not to do the right thing no longer betrays just the company; it betrays’ the individual’s own values.
|
253 |
 |
If we want people to come up with great ideas, to think well, to reach their potential as employees, we want them focused on solutions most of the time.
|
46 |
 |
Sharing personal information can help people feel more at ease with you and therefore more willing to think challenging thoughts.
|
96 |
 |
Groupthink and the pressure to maintain a facade of positivity makes employees less happy, stifles creativity, and keeps the business stuck.
|
53 |
