Building A Connected Workplace

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Onboarding sets the tone for what can hopefully be a long, possibly winding, but mutually beneficial relationship.’

Autonomy and flexibility are good for business, great for people, and just might change the world.’

‘Connection at work have always been the secret sauce of a thriving culture, but in today’s flexible workplace, it’s a nonnegotiable.’

Professionalism infused with authenticity is the hallmark of today’s workplace.’

Meetings are a critical ingredient in the recipe for retention. … When we know the why of our meetings, the where and the how become clearer.’

Taking professional development personally is fuel for the ecosystem of opportunity.’

Keeping employees connected to your company means understanding that coming and going are just different aspects of a long and winding relationship- as part of the workforce, as customers, as brand ambassadors, as friends, as humans.’

Encourage managers to have regular conversations with their employees about how they want to grow and develop.’

Celebrate managers through community, connection, and recognition. Middle managers often feel especially overwhelmed and underappreciated. Make sure you celebrate their wins and cultivate opportunities for connection with other managers so they can feel supported by their peers.’

Communicate internal opportunities widely. Make it easy for employees to find a new role inside the company rather than outside.’

‘It’s not you. It’s not me. It’s us.’

Source:

Erica Keswin (2025). The Retention Revolution: 7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company

How Great Managers Make Management Work For Them

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‘You must turn your vision into their reality.’

‘Appeal to the heart to make the vision a reality.’

‘If you don’t support the vision, why should your employees?’

‘A goal that is too high is a warning sign that the person who set it is not truly committed to attaining it.’

‘Set subgoals as stepping-stones toward the final goal.’

Don’t seek input from subordinates unless you intend to take feedback seriously.’

‘You need to sell your organization’s values to your people.’

‘Emphasize that errors lead to learning successes, not performance failures.’

‘Give people the training and resources they need and then turn them loose.’

‘Teach your team to believe they can succeed.’

‘Your job is to help people break the ‘I can’t do it’ cycle.’

‘The behaviours you appraise should be critical to strategy execution.’

Source:

Gary P. Latham (2018). Becoming the Evidence-Based Manager: Making the Science of Management Work for You (Second Edition)