 |
For strategic change to have real impact, employees at every level must move en masse.
|
162 |
 |
…fair process signals to people that there is a level playing field and that leaders value employees’ intellectual and emotional worth despite all the change that may be required.
|
164 |
 |
By violating fair process in making and rolling out strategies, managers can turn their best employees into their worst…
|
181 |
 |
…employees’ time and attention are among the scarcest resources we have.
|
043 |
 |
When polled, employees reveal that their number one complaint is that they aren’t recognized for their notable performances.
|
231 |
 |
…you send a powerful message about your values when you do hold employees accountable.
|
244 |
 |
The fact that different groups of employees are exposed to wildly different data streams helps explain why people often have such different priorities and passions.
|
263 |
 |
The more shopper-employee contacts that take place, the greater the average sale. Talking with an employee has a way of drawing customers in closer.
|
033 |
 |
One of the easiest ways to gauge a store’s morale is to take a look at the amenities and spaces it provides its employees.
|
276 |
 |
Employees should be able to look at themselves in the mirror and feel strongly that they matter to the organization, that they contribute in significant ways, that their absence would significantly hurt its results.
|
067 |
