It’s often said that “people don’t leave good companies, they leave bad bosses,” but is that entirely true, or is there more to it?
It’s often said that “people don’t leave good companies, they leave bad bosses,” but is that entirely true, or is there more to it?
Mention the MBTI, Big Five, or other personality assessment tools and passions are quickly set alight.
Conflict curtails productivity. In the U.S., employees spend 2.8 hours per week dealing with conflict at work, according to CPP Global’s Human Capital Report. But its negative effects do not end there.
“Unlimited” paid time off (PTO) is increasingly popular among smaller businesses and startups, but is also now used by big corporations looking to gain an edge in recruiting. The message: take as much time off as needed to relax and recharge, no questions asked.
Top enterprises are ditching formal, annual, rack-and-stack performance review processes. Now comes the hard part—what to do instead?
Disagreements get delicate when business hierarchies are involved. Robert Hoekman, Jr. offers his tips for gaining ground and retaining respect.
Casual descriptions position holacracy as a “flat” structure, but it does not bring the death of all hierarchy—just the hierarchy that adds no value.
You don’t want to be the person who bolts at the first sign of strife. Sometimes, though, a situation is beyond salvaging.
Don’t just feed your fresh hires to the fire.
Internal teams must break out of these self-defeating mindsets.
