 |
Everyone fears changing habits that they’re used to and are comfortable with. Even the most most confident employees can suffer from imposter syndrome.
|
049 |
 |
Leaders go first, role modeling desired behavior with a clear employee engagement model so that everyone has a way to be heard and a way to influence and shape their own destiny.
|
104 |
 |
In order to optimize for outcomes, organizations need to listen to employees at all levels, creating an environment free of fear and capable of acting on feedback.
|
140 |
 |
In an ideal world, managers and leaders would adapt to their employees.
|
002 |
 |
Research shows that working for a psycho, crazy, bully, tyrannical, screaming, egomaniac boss literally damages the employee’s health.
|
171 |
 |
Employees who are constantly bullied and berated lose motivation, get sick, and are too stressed to perform at high levels.
|
171 |
 |
The cheat is to have connections to people – mentors, advisers, friends, family, partners, employees – who’ve been through the problems you’re facing before and can give you a map…
|
004 |
 |
…values should be explicit, because they act like the operating system for a person’s employment, affecting every action and decision they make.
|
152 |
 |
…money isn’t everything. Ego, pride, reputation, and notoriety are also big players in how startup founders and employees think about their companies and any eventual exit.
|
203 |
 |
In the face of the revolving-door culture, it is a myth that all employees are replaceable.
|
088 |
