Compared with people at low-trust companies, people at high-trust companies report: 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, 40% less burnout.

Feedback is essential: it improves performance, develops talent, aligns expectations, solves problems. Your growth depends on your ability to take advantage of criticism despite your natural responses and on your willingness to seek even more advice and coaching from bosses, peers and subordinates.

Managers must once again become genuinely human: to love learning and teaching, to liberate and innovate, to involve others in the process of imaginative thinking and to challenge everyone around them to create a better business and world.

Companies invest considerable money and time in the development of talent, but without the up-to-date work to ensure that leaders build a learning culture. Frontline managers have the greatest and most immediate impact.

Ambitious professionals often spend a lot of time thinking about strategies to help them achieve even more success. In order to gain control, you need to rethink your behaviour in three main areas: knowing yourself, confirming yourself in critical tasks, and demonstrating character and leadership.

One of the challenges every manager face it’s how to be a high-standards, results-driven leader while at the same time to build an engaged team with close, personal friendships. Evidence shows that leaders possessing six powerful skills perform at a much higher level.

Burnout has become “just part of the job” for many workers. This can trigger a downward spiral in individual and organizational performance. If you don’t address the causes of employee burnout in your organization, you won’t

People have 5 fundamental human needs: the need to be heard, to feel like they are part of a team, to know they matter, to contribute meaningfully and to learn and grow. How employees feel about their job is largely on the manager’s shoulders.

Gallup has found that millennials struggle to find good jobs that engage them. Only 29% of employed millennials are engaged at work and more than half say they’re currently looking for a new job.

After looking at over a hundred groups for more than a year, Project Aristotle researchers concluded that understanding and influencing group norms were the keys to improving Google’s teams. Researchers noticed two behaviors that all the good teams generally shared.