To drive results, create an environment where managers are pushing for more performance in a consistent yet humane way.
Now, I’m not your mother; I only deliver the mama jokes. I’m not going to tell you what to do, or when, or how.
How do we curb a rude micromanager? This particular supervisor treats both customers and employees with little respect. The problem is exacerbated by a district manager who refuses to document the infractions, and an assistant manager at the same location who is nearly as big a problem. The result is long-term employees giving notice, not to mention difficulty recruiting new people. Is it too late to intervene and redeem these leaders? Or should we start cleaning house?
—Talent Turmoil, retail trade, Richmond, Virginia
Many organizations are giving special consideration to the role that our unconscious thought processes, or biases, have on workplace decisions.
Let me contradict these naysayers and summarize in a single word why Apple will build a vehicle, successfully compete in an industry totally foreign to it and quite possibly crush every competitor in the auto industry: Talent.
The defending champion Seahawks are a deeply emotional team. Oregon coaches don’t believe in yelling at players to motivate them.
The title of this post reflects my experience. I think this is unacceptable. What’s your take?