|

|
Competing in the New World of Work:
Performance reviews are hated by managers and employees.
|
179 |
|

|
Competing in the New World of Work:
…most employees are dissatisfied with reskilling if it doesn’t expand their opportunities for advancement or better pay.
|
181 |
|

|
Competing in the New World of Work:
Having a strong, enduring purpose is how these and other great companies have survived through decades of shifting strategies and recurring disruptions in their industries.
|
188 |
|

|
Competing in the New World of Work:
A new product from a well-funded startup can make your mission impossible tomorrow.
|
189 |
|

|
Competing in the New World of Work:
…management by objective lacks the power to motivate or spark innovation.
|
189 |
|

|
Competing in the New World of Work:
…purpose puts a premium on preserving long-term relationships – with customers, with vendors, with investors, with the entire outside world.
|
190 |
|

|
Competing in the New World of Work:
People need to make a direct emotional connection with the company’s purpose if that purpose is to inspire change.
|
191 |
|

|
Competing in the New World of Work:
Most people have trouble succeeding in jobs that lack a sense of meaning and purpose.
|
195 |
|

|
Competing in the New World of Work:
Each of [your employees] needs to feel challenged to find personal meaning in the change.
|
197 |
|

|
Competing in the New World of Work:
Sustaining change as a movement requires leaders to show they care enough to participate themselves…
|
198 |