 |
…using traditional performance management systems… leads to unclear and misaligned expectations, ineffective and infrequent feedback, and unfair or missing evaluation practices.
|
78 |
 |
Developing successful leaders – whether managers, executives or high-value individual contributors – is an ongoing process.
|
69 |
 |
…data suggest that employees in today’s workforce expect their managers to coach them – primarily based on their strengths.
|
56 |
 |
…to inspire exceptional performance, managers have to lead with – and continually revisit – meaningful feedback based on what each person naturally does best.
|
54 |
 |
Offering strengths training shows you care about developing your employees and demonstrates that you’re interested in their long-term growth.
|
52 |
 |
…people often form judgments based on very small samples of interaction with someone else…
|
43 |
 |
While overall compensation is still extremely important to nearly half of younger employees, it is less important than opportunities to learn and advance, the quality of their manager, and having interesting work.
|
40 |
 |
A great culture is one of the few things an organization can’t buy. Managers at all levels make or break your culture…
|
35 |
 |
Culture has a direct, measurable impact on performance.
|
32 |
 |
Millenials and Generation Z don’t want annual reviews – they want ongoing conversations.
|
18 |
