 |
…the happiest, most passionate employees are not those who followed their passion into a position, but instead those who have been around long enough to become good at what they do.
|
017 |
 |
Even though many managers – and employees – would like to ignore emotions, pretending that such ‘messy’ things do not belong in the workplace, such studied ignorance is a dangerous gamble.
|
031 |
 |
The short-term pain of letting a troublesome employee go outweighs the long-term gain of keeping the rest of your employees engaged.
|
127 |
 |
Periodically audit the processes around you and look for ways to either kill or improve them to free up your employees’ time where you can.
|
155 |
 |
Leaders have followers. Managers have employees. Managers make widgets. Leaders make change.
|
014 |
 |
In unstable times, growth comes from leaders who create change and engage their organizations, instead of from managers who push their employees to do more for less.
|
041 |
 |
Businesses that can create a soulful cultural movement among their employees are rare, yet those who can have a remarkable advantage they should celebrate and preserve.
|
035 |
 |
…making employees happy and fulfilled at their jobs is not as hard as it may seem. Part of getting people there is directly correlated with how well you develop and mentor them.
|
188 |
 |
…it’s important that employees should make decisions that most directly affect them.
|
190 |
 |
Look at the costs and you quickly realize that failing to trust your employees is awfully expensive.
|
256 |
