Training Day Blog

Feeling compelled to show that you can always take on more work leads to personal burnout and can lead to unethical and possibly illegal behavior on the part of management.

It’s easy to cut costs, leverage tax breaks, or search for the next new business to acquire. The long-term diligence and know-how required to build a high-performing, happy workforce is much harder.

What are you doing to make it less likely that any of your employees get so angry at your organization that they quit and submit their resignation on a piece of toilet paper?

When a company is selling to a PE-backed buyer, the fate of employees—including the quality of their work life—should not be left up to chance.

Transparency is an important employee motivator. When you communicate with employees as partners rather than pawns, you may be surprised how willing they are to help find a solution to the organization’s problems.

With five generations now in the workforce, each one has different lessons to teach the other. A well-trained manager can help bring the different generations together.

Rather than defensively comparing the burned-out employee’s workload to that of others in the department, managers should be trained to ask questions to look for potential solutions.

Yes, if employees are taught what microaggressions are and why they are harmful, and trained not to commit them while on duty for their jobs—or, ideally, at any time.

It’s easier to act with empathy when you know your company’s leaders would want you to do exactly that. That means there should be a place to talk about empathy—and prime new managers to display it—in training programs.

Helping managers ensure no one feels left out of workplace events.