Managing People at Work (Page 32)

Managing People at Work

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Breaking free from autopilot with action and intention

At the heart of creating change are two fundamental elements: intention and action. Simple in concept but powerful in practice, these forces work together to drive meaningful progress. As we better understand how they interact, we can more effectively create the changes we want to see.

The superpower of attention: Conquering the art of listening

Engaging in a conversation is more than just hearing words; it’s about immersing yourself in their meaning. Your undivided attention becomes a powerful tool of connection, understanding and influence. Leadership expert Kevin Eikenberry captures this perfectly: “Being fully present is listening on st

We feel good about our jobs, not so much about our pay

An even 50% of workers surveyed said they are “extremely” or “very” satisfied with their jobs, and 38% said they were “at least somewhat” satisfied. But almost three in 10 workers said they are “not too” or “not at all” satisfied with their pay.

How to fix communication breakdowns—even after proving clear instructions

Picture this: You’re staring at an email chain that’s spiraled into absurdity. The same question is asked and answered repeatedly. Your employee seems trapped in a loop of misunderstanding, and you’re caught between exasperation and concern. What happens when clear communication hits an invisible wa

4 strategies to keep politics out of the hiring and promotion process

Bringing politics into decision-making can undermine a workplace culture and impact productivity by excluding talented individuals. These four strategies can help ensure politics are not part of an organization’s hiring or promotion process.

Proven ways to reduce employee complaints

Wise managers encourage their employees to express their thoughts and feelings. A fine line exists, though, between worker expression and chronic griping. How can a manager cut down on complaints and instead promote productive communication?

Employing holiday temps? Train on violence and conflict resolution

Consider additional training for temporary or new part-time hires on workplace violence and conflict resolution. Your regular employees may have encountered and know how to de-escalate certain situations, but that’s not likely with new, largely untrained holiday staff.

5 strategies to make on-site return-to-office mandates work

Today, just 34% of the workforce is in-office for most of the week. Less than half of employers —48%—require staff be on-site for two to three days a week. Only 4% require employees to be on-site four days a week.

Is the four-day workweek right for your team?

The concept of a four-day workweek, supported by promising studies like those conducted by Boston College, is gaining traction. But is it right for your organization? This guide will help you evaluate the potential benefits and challenges, consider alternative models and make a well-informed recomme

Help! I’m tired of being overworked and underpaid

Some leaders find that the time they put in divided by their salary leaves them earning less per hour than their direct reports. Managers know their department’s productivity reflects on them, and they do not want to risk their reputation and future prospects with poor results. What, then, can overw