 |
While it’s crucial for the managers of the future to know and develop the individual strengths of their employees, it’s also essential that they know and develop their own strengths.
|
121 |
 |
The best organizations have leaders who encourage teams to solve problems at the local level rather than using top-down commands.
|
115 |
 |
Strategic alignment is when managers and employees can see a seamless connection between what they are asked to do and what the organization stands for and is trying to get done.
|
114 |
 |
Teams with members who have deep respect for each other and friendships are more engaged and perform better.
|
105 |
 |
Managers – through their strengths, their own engagement, and how they work with their teams each day – account for 70% of the variance in team engagement.
|
105 |
 |
To make general performance measures relevant to each employee, managers should individualize expectations and development.
|
95 |
 |
Performance ratings reveal more about the supervisor than the employee.
|
90 |
 |
…a competitor needs to pay an employee over 20% more to get them to switch jobs if that employee is engaged. If an employee is disengaged, they will leave for almost any increase in salary.
|
87 |
 |
Becoming an effective coach is the most important skill any manager can develop.
|
85 |
 |
Progress Review conversations are a powerful coaching tool when they focus on celebrating success, preparing for future achievements, and planning for development and growth opportunities.
|
84 |
