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This post was written by Alison Green and published on Ask a Manager. Its where are you now? month at Ask a Manager, and all December Im running updates from people who had their letters here answered in the past. Here are four updates from past letter-writers. There will be more posts than usual this week, so keep checking back throughout the day. 1.
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This post was written by Alison Green and published on Ask a Manager. Its where are you now? month at Ask a Manager, and all December Im running updates from people who had their letters here answered in the past. There will be more posts than usual this week, so keep checking back throughout the day. Remember the letter-writer who was stably employed but internally screaming (#2 at the link)?
Transcript Hi there, it’s Peter Winick. I’m the founder and CEO at Thought Leadership Leverage, and here’s the idea that I’d like to share with you today. As you know, if you’re an author, a thought leader, uh, a keynote speaker, what have you, and that’s this: create less, execute more. Whoa, that might not be the word you wanted to hear because you really thrive on the creation, on the coming up with new ideas, on the playing with the models and the methods
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This post was written by Alison Green and published on Ask a Manager. A reader writes: I manage a team that has moved to remote work. We are now holding all of our meetings through virtual interfaces. Recently I have noticed one of our employees vaping during our meetings with me and during all-staff meetings. Do you think this is appropriate or should I say something?
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A common stumbling block in organizational transformation is the belief that good design decisions plus communication is enough to mold the organization into the desired shape. As I was considering ways to illustrate why this doesnt work, I remembered a holiday story from my own experience. Let me preface this story by sharing that I am not a baker.
Employee recognition has often been deemed a "feel-good" initiative, tied closely to rewards. While we understand its importance, we tend to associate recognition with intangible outcomes like engagement and sentiment, rather than direct impacts on retention and high performance. In today’s workplace, the true ROI of recognition lies in its ability to regenerate tangible, business-driven results.
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