People need to feel like they have their own space—at their work stations, in conference rooms and more.
Culture is made up of the traits, behaviors and actions that are encouraged and rewarded. It refers to the complicated interpersonal and organizational dynamics that might not show up in job descriptions, but that absolutely set the conditions for success, according to The Predictive Index.
I recently learned about a Japanese concept called Ikigai, which means “reason for being.” Ikigai is the intersection of what you’re good at, what you love, what the world needs, and what you can be paid for. I believe we’re succeeding if we’re living and working within the overlap of those four areas. That’s where we become our best selves and experience our profession through our purpose.
Perhaps the question isn’t whether you can afford to increase the salary of a current employee, but whether you can afford to replace that individual.
I’m a formally trained researcher specializing in qualitative research. What that means, and how the job is different from other types of researchers, fills many a book. In the following few hundred words, I’m not going to bother talking about the nuances of researchers because, well, boring. Instead, I’m going to talk about an approach […]
Personally, I don’t support any event or conference with my money or time that doesn’t include women on panels.
Remember that effective executive presence is not alluring charm or likeableness. Rather, it’s the product of temperament, competencies and skills.
What should managers do? Should they encourage employees to limit discussion to safe topics like movies, the weather and how much they hate potholes?
Distractions abound, and the good ideas the employer had hoped to engender through collaboration might never appear.
We use the word busy to describe how we are doing, we use it to measure our success at work, and we use it to describe our family lives.