In the Workplace

“Tell me about yourself” isn’t the only popular question interviewers should probably re-examine.

Surveys diagnose problems; leaders prescribe solutions.

While the traits of a micromanager are easily recognizable, unfortunately, the negative forces can have a chilling effect within a business setting. Of those who identified as managers themselves in that survey, 77% said their morale was impacted negatively by micromanagement and 62% considered changing jobs because of it.

The practice of hiring people with criminal convictions is not a new concept, but it is gaining steam.

“Self first” is something I practice constantly and that I challenge my clients and those around me to invest in.

When we collect data to predict fit and pull that data through the lifecycle of the employee, we can better develop leaders and design teams, drive intentional culture, and produce high-engagement workplaces. This will increase your profitability. And ensuring your teams are ready, willing and able requires an investment.

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.