 |
Everyone deserves to work freely. When you eliminate work schedules altogether, then all employees are forced to make good decisions about how they spend their time…
|
109 |
 |
Everything boils down to results and so managers have some control over what the results are going to be. But the employees don’t need to be controlled as much as they used to.
|
112 |
 |
For the doomsayers, more employee freedom means less accomplishment. They can’t imagine anything getting done.
|
114 |
 |
…you have a job to do and you do it, and when employees and managers are united in work rather than engaging in unhealthy internal competition, then it’s just that much easier to do your job.
|
129 |
 |
As managers, we’re bound to this illusion. It’s time to let go and really see what our employees can do.
|
155 |
 |
..once [managers] start to figure out how to go from parent to mentor, from boss to leader, they emerge with a richer relationship with their people.
|
171 |
 |
When your employees aren’t performing, talk to them. Find out why rather than focus on how hard they’re working or the amount of hours they’re putting in, focus on the work itself.
|
173 |
 |
We need to get real about the employee manual. It’s culture that makes the place go, not rules in a book nobody reads…
|
173 |
 |
The next generation of employees will have grown up with too much control over their time to give it up for the sake of a job.
|
179 |
 |
More than a hundred studies have demonstrated some correlation between employee engagement and business performance.
|
004 |
