By Rob Press, a content marketing manager at Deputy, a robust scheduling software. Aside from helping businesses reach operational efficiency, he keeps up to date with the latest trends in SaaS, B2B, and technology in general.
Creating a culture of feedback at work helps teams thrive, companies retain top talent and individuals grow in their careers. Gone are the days when command-and-control workplace cultures rule because telling people what to do doesn’t work.
Some managers and leaders believe that expensive initiatives or complex strategies to improve team performance are the best way to retain employees. In reality, though, the most successful strategies for a kick-ass workplace are sometimes the...
You might think that giving and getting feedback should be simple, right? Why would you need a feedback workshop? At Radical Candor we like to say that radically candid feedback is a simple concept that’s not easy to put into practice.
If your feedback has ever failed or fallen flat, you’re in good company. Feedback training for leaders is one of the most overlooked aspects of leadership development.
There are many different types of management styles. However, in the U.S., telling people what to do doesn't work outside of traditionally hierarchical organizations. And as the adage goes — people don’t leave bad jobs, they leave bad managers.
A Gallup research study notes that 59% of employees in remote-capable positions want a hybrid work setup. And 60 percent of exclusively remote employees are willing to resign if their employer denies them remote flexibility.
For employees with college degrees, the student loan debt crisis and the looming end of the pandemic-era pause on student loan payments are top of mind. While companies alone cannot solve the problem, there are ways employers can help employees...
The atomic building block of Radical Candor is the two-minute impromptu feedback conversation. And, according to a poll from Gallup, employees who receive frequent, meaningful feedback are not only four times more likely to be engaged than their...
Back in the days of pen and paper and interoffice memos, I worked with a university president who had three boxes on his desk: one said In, one said Out, and another Too Hard. Too Hard problems have always been “Too Hard,” but the confines of that...