Managers in different parts of the world are conditioned to give feedback in drastically different ways. A Chinese manager learns never to criticize a colleague openly or in front of others, while a Dutch manager learns always to be honest…
One of the many things managers worry about is employees breaking the rules. Evidence suggests that such behavior is widespread, and it can have devastating consequences. Companies have tried many different ways to limit unethical behavior – creating codes of conduct to implementing…
Your boss proposes a new initiative you think won’t work or a senior colleague outlines a project timeline you think is unrealistic. So, what do you say when you disagree with someone who has more power than you? How do…
“I get completely caught up in fire-fighting and can’t find the time to advance my longer-term priorities.”- It’s a common managerial wailing. We all have either used it ourselves or have heard people around us use it at work. The…
Humor in business is considered frivolous. It dilutes the message. Business is about achievement, productivity, making money, accomplishing tangible things. However, we as human beings learn best in moments of enjoyment, and by personal experience. Thomas Wright, a professor of…
There is a paradox when it comes to what we expect in leaders. On one hand, we believe that effective leaders display humility — they bring out the best in others, are open to admitting their shortcomings and mistakes, and give…
There is a lot of research – most of it from the West, on what keeps employee engagement high. While there is truth to all that research of understanding an employee’s intrinsic motivation – their values, personal vision aspirations etc.,…
When you exchange pleasantries with a co-worker in the elevator, the two of you are building trust. Face-to-face meetings, office parties, and opportunities to socialize together after work-hours can all contribute to the feeling that your fellow employees will be…
Many people think of employee engagement as a relatively new idea, though scientists have been studying it for years. William Kahn first introduced the term in 1990, defining it as “the degree of psychological identification employees experience with their job…
Research shows that when employees are willing to go beyond their formal roles by helping out coworkers, volunteering to take on special assignments, introducing new ideas and work practices, attending non-mandatory meetings, putting in extra hours to complete important projects,…
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