# data[].attributes.headline
HBR: How to Lead Across a Siloed Organization

# data[].attributes.subject
HBR: How to Lead Across a Siloed Organization

# data[].attributes.attachment_link.readable_text
It's long been recognized that cross-functional collaboration is essential. Still, stubborn silos that bog down execution, hamper innovation, and slow decision-making are still a common and persistent challenge. In their work with company leaders, the authors have found that, without leaders working together at the top, silos and dysfunction are inevitable. The onus is therefore on senior leaders to knock down these silos - moving beyond their ability to lead their own teams to also prioritize leading across the organization. The authors discuss what sets successful cross-functional leaders apart.

Recently, the new CEO of a global consumer entertainment company decided that integrating the company's distinct brands into one digital platform was a key strategy for future growth. He asked the dozen executives leading each brand to create a plan together for how to make it a reality. The team met several times. The CEO was looking forward to hearing their recommendations in a meeting he'd set up to get started. However, he was in for a rude awakening.

# data[].attributes.attachment_link.title
How to Lead Across a Siloed Organization

# data[].attributes.attachment_link.description
It's long been recognized that cross-functional collaboration is essential. Still, stubborn silos that bog down execution, hamper innovation, and slow decision-making are still a common and persistent challenge. In their work with company leaders, the authors have found that, without leaders working together at the top, silos and dysfunction are inevitable.

# data[].attributes.headline
Training Industry: 4 Methods for Boosting Post-Training Knowledge Retention

# data[].attributes.subject
Training Industry: 4 Methods for Boosting Post-Training Knowledge Retention

# data[].attributes.headline
HBR: How Our Careers Effect Our Children 

# data[].attributes.subject
HBR: How Our Careers Effect Our Children 

# data[].attributes.attachment_link.readable_text
What working parent hasn't felt guilty about missing soccer games and piano recitals? Almost two decades ago, though, researchers surveyed nearly 900 professionals about their relationships with their work and their children, and found that parents' working, even for long hours, did not hurt children. What they did find was that parents who were distracted by, or obsessed with, their work, did see an impact on their children. This is likely only more problematic today when digital devices are omnipresent. The lesson: don't worry about whether you attend every soccer game. But when you do show up, put your phone down and be there for your kid.

What working parent hasn't felt guilty about missing soccer games and piano recitals? When there are last-minute schedule changes at work or required travel to a client site, it's normal to worry that you're somehow permanently scarring your little one.

# data[].attributes.attachment_link.description
What working parent hasn't felt guilty about missing soccer games and piano recitals? Almost two decades ago, though, researchers surveyed nearly 900 professionals about their relationships with their work and their children, and found that parents' working, even for long hours, did not hurt children.

# data[].attributes.headline
James Clear: 30-Day Habit Building Course

# data[].attributes.subject
James Clear: 30-Day Habit Building Course

# data[].attributes.attachment_link.readable_text
Annual Reviews - Each year, I take a look at the previous twelve months and reflect on what went well, what could have gone better, and what I'm working toward.

Integrity Reports - The main purpose of my yearly Integrity Report is to document the steps I'm taking to set a higher standard in my work, lead with honesty, and build a business that serves first. Integrity is one of those qualities that is easy to talk about, but much harder to live out on a day-to-day basis. This report forces me to revisit my core values each year and consider if I have been living by them. I created a list of core values for you to use as well.

Reading List - Over 100 good books to read from a wide variety of disciplines. This reading list covers my top reading recommendations for various categories as well as the best-selling books of all-time.

Ultralight Packing List - How master the art of packing light and travel the world with one bag. My photography work has taken me to more than 20 countries. Along the way, I have slowly optimized and improved my packing list and travel strategy. This is the ultralight packing list that has made travel faster, lighter, and easier for me.

Looking for the resources from Atomic Habits? You can find those on this page.

# data[].attributes.attachment_link.description
Annual Reviews - Each year, I take a look at the previous twelve months and reflect on what went well, what could have gone better, and what I'm working toward. Integrity Reports - The main purpose of my yearly Integrity Report is to document the steps I'm taking to set a higher standard in my [...]

# data[].attributes.headline
HBR: Managers: Stop Distracting Your Employees

# data[].attributes.subject
HBR: Managers: Stop Distracting Your Employees

# data[].attributes.attachment_link.title
Managers, Stop Distracting Your Employees

# data[].attributes.attachment_link.description
The rise of remote work has made corporate leaders paranoid, thinking they must monitor their employees’ every digital move in order to maintain productivity. But while people often zero in on Facebook, TikTok, or Netflix as potential sources of employee distraction, in truth, we’re often more distr…

# data[].attributes.attachment_link.title
How to Be More Productive (Published 2022)

# data[].attributes.attachment_link.description
Evidence-based strategies to bring out your best working self.

# data[].attributes.body
Each podcast is typically under 10 minutes

# data[].attributes.attachment_link.readable_text
EQ Applied is a podcast dedicated to helping you build emotional intelligence, so you can make emotions work for you, instead of against you. Each week we present a practical tip, trick, or mind hack based on principles of psychology and years of coaching experience-designed to help you become a better teammate, boss, spouse, parent, and friend.

What our listeners have to say

Super

Quick, easy, and to the point! Very well spoken and brought me back to 'center' as I am a person who tends to get paralyzed by fear of being overwhelmed. (ADHD) I am a person who is SO run by my emotions, they can get the best of me and procrastination is my middle name. Little things like this help.

# data[].attributes.attachment_link.description
EQ Applied is a podcast dedicated to helping you build emotional intelligence, so you can make emotions work for you, instead of against you. Each week we present a practical tip, trick, or mind hack based on principles of psychology and years of coaching experience-designed to help you become a better teammate, boss, spouse, parent, and friend.

# data[].attributes.headline
MasterClass: Skill Introduction - Mirroring

# data[].attributes.subject
MasterClass: Skill Introduction - Mirroring

# data[].attributes.headline
FastCompany: We lose 50% of our time together from distraction. These neuroscience-backed practices will help you reclaim it

# data[].attributes.subject
FastCompany: We lose 50% of our time together from distraction. These neuroscience-backed practices will help you reclaim it

# data[].attributes.attachment_caption
Want to Be a Better Leader? Stop Thinking About Work After Hours.

# data[].attributes.headline
HBR: Want to Be a Better Leader? Stop Thinking About Work After Hours.

# data[].attributes.subject
HBR: Want to Be a Better Leader? Stop Thinking About Work After Hours.

# data[].attributes.attachment_link.readable_text
It's not uncommon for managers to continue thinking about their job, even after the official workday is over. This may involve ruminating about an issue with an employee, trying to think of a solution to a client problem, or creating a mental to-do list for the next day. But new research shows that this tendency may not be beneficial, particularly for people new to a leadership role. In fact, constant rumination leads managers to be more depleted and less able to show up as leaders - something even their employees can pick up on.

Are you a manager who often finds yourself thinking about work late into the night? Do you tend to continue to stress over work-related problems, or do you switch off your mind and relax in the evening?

Accelerate your career with Harvard ManageMentor®. HBR Learning's online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.

What you need to know about being in charge.

Learn More & See All Courses

# data[].attributes.attachment_link.title
Want to Be a Better Leader? Stop Thinking About Work After Hours.

# data[].attributes.attachment_link.description
It's not uncommon for managers to continue thinking about their job, even after the official workday is over. This may involve ruminating about an issue with an employee, trying to think of a solution to a client problem, or creating a mental to-do list for the next day.

# data[].attributes.headline
Inc: Emotionally Intelligent People Use a Brilliant 6-Word Phrase to Stop Passive-Aggressive Behavior & Strengthen Their Relationships

# data[].attributes.subject
Inc: Emotionally Intelligent People Use a Brilliant 6-Word Phrase to Stop Passive-Aggressive Behavior & Strengthen Their Relationships

# data[].attributes.attachment_link.description
Sir Ken Robinson makes an entertaining and profoundly moving case for creating an education system that nurtures (rather than undermines) creativity.

# data[].attributes.attachment_link.title
Sign Up for Well’s 6-Day Energy Challenge

# data[].attributes.attachment_link.description
Set yourself up for an invigorating new year.

# data[].attributes.attachment_link.readable_text
John Ferriola is the former CEO of Nucor, America's preeminent steelmaker. At Nucor, operating crews take responsibility for business development, capital planning, product innovation, process improvement, and cross-plant coordination. Every worker is trained in the economics of steel, and generous bonuses reward teams for boosting capital efficiency. Overhead is a fraction of the industry, while productivity and profitability are far higher. In this episode of the New Human Movement, former CEO John Ferriola unpacks the key ingredients of Nucor's unique management approach and shares some practical lessons for leaders aiming to ignite ingenuity at scale.

# data[].attributes.attachment_link.description
Great jobs. Resilient organizations. Zero bureaucracy.

# data[].attributes.headline
VOX: A Stanford Psychologist on the Art of Avoiding A**holes

# data[].attributes.subject
VOX: A Stanford Psychologist on the Art of Avoiding A**holes

# data[].attributes.attachment_link.readable_text
The world is full of assholes. Wherever you live, whatever you do, odds are you're surrounded by assholes. The question is, what to do about it?

Robert Sutton, a psychology professor at Stanford University, has stepped up to answer this eternal question. He's the author of a new book, The Asshole Survival Guide, which is basically what it sounds like: a guide for surviving the assholes in your life.

In 2010, Sutton published The No Asshole Rule, which focused on dealing with assholes at an organizational level. In the new book, he offers a blueprint for managing assholes at the interpersonal level. If you've got an asshole boss, an asshole friend, or an asshole colleague, this book might be for you.

I sat down with him recently to talk about his strategies for dealing with assholes, what he means when he says we have to take responsibility for the assholes in our lives, and why he says self-awareness is key to recognizing that the asshole in your life may be you.

"You have to know yourself, be honest about yourself, and rely on people around you to tell you when you're being an asshole," he told me. "And when they are kind enough to tell you, listen."

A lightly edited transcript of our conversation follows.

Sean Illing

How does a Stanford professor come to spend so much of his time thinking about assholes?

Robert Sutton

Well, there's some intellectual logic to it. I've done a lot of research on the expression of emotion in organizational life, including how to deal with assholes. I wasn't using that word at the time, but that's basically what I was doing. I even did some ethnographic work as a telephone bill collector, where I was dealing with assholes all day long. I was also part of an academic department that had a no-asshole rule - seriously. And we actually enforced it.

Sean Illing

Wait, what? What does a "no asshole" policy in an academic department look like?

Robert Sutton

We would talk about this explicitly when we were making hiring decisions. Stanford's a pretty passive-aggressive place, so it wasn't really in your face. But if someone was acting like a jerk, we would gently shun them and make life difficult for them. The idea was to avoid hiring assholes if it all possible, and if one squeezed through the cracks, we would deal with him or her collectively.

"One of the simplest - but admittedly hardest - things you can do is simply learn not to give a shit. Not giving a shit takes the wind out of an asshole's sails."

Sean Illing

Before we can talk about surviving assholes, we need a proper definition of assholery. Can you give me one?

Robert Sutton

There are a lot of academic definitions, but here's how I define it: An asshole is someone who leaves us feeling demeaned, de-energized, disrespected, and/or oppressed. In other words, someone who makes you feel like dirt.

Sean Illing

So an asshole is someone who doesn't care about other people?

Robert Sutton

I would make a distinction between temporary and certified assholes, because all of us under the wrong conditions can be temporary assholes. I'm talking about somebody who is consistently this way, who consistently treats other people this way. I think it's more complicated than simply saying an asshole is someone who doesn't care about other people. In fact, some of them really do care - they want to make you feel hurt and upset, they take pleasure in it.

Sean Illing

How many people looking for asshole survival strategies fail to notice they're part of the asshole contingent?

Robert Sutton

A great question. The reason that I have this definition of assholes as somebody who makes you feel demeaned, de-energized, and so on is that you've got to take responsibility for the assholes in your life. Some people really are so thin-skinned that they think everyone is offending them when it's nothing personal. Then the other problem, which you're also implying, is because assholeness is so contagious, that if you're the kind of person where everywhere you go, the people objectively treat you like dirt and treat you worse than others, odds are you're doing something to prompt that punishment.

You can see this with Donald Trump. I don't want to talk about him too much, but I think that's part of what's going on with him. If you insult virtually everybody, they're going to throw the shit back at you.

Sean Illing

Well, I'm not going to call the president an asshole here, but I will say that he's checking all the asshole boxes you've set forth in this book.

Robert Sutton

Yeah, I won't call him one either, but I agree with your assessment.

Sean Illing

What's the surest way for someone to recognize that they're being an asshole? I assume that most of us are occasionally assholes but prefer not to be.

Robert Sutton

Absolutely. There's some evidence in the book about how few people will say that they're assholes compared to how many people will say they're oppressed by assholes. There's a huge disparity. The main thing this research on self-awareness says is that the worst person to ask about someone's assholeness is the asshole himself, and the best people to ask are the people around him or her who know that person at least fairly well. Bottom line: Assholes need someone in their life to tell them they're being an asshole.

"We have to take responsibility for the assholes in our lives"

Sean Illing

Being an asshole isn't a great relationship-building strategy, but it does seem to correlate with professional success. I'm thinking of a famous asshole like Steve Jobs. Why is that?

Robert Sutton

Yes, if you are in a situation where it's an "I win, you lose" kind of game in the organization, then you don't need any cooperation from your competitors, and leaving people feeling like dirt might be worthwhile.

But there are two problems with that. One of them is that in most situations, you actually need collaboration. And we have plenty of research that shows that people who are givers rather than takers tend to do better in the long term. If you're playing a short-term game, then yeah, being an asshole might pay dividends - but I'm fairly convinced that doesn't work in most situations.

Sean Illing

And, to be fair, there are examples of assholes in business being upended by their own assholery. I'm thinking of Uber's former CEO Travis Kalanick.

Robert Sutton

Right. There are typically costs for being an asshole in the professional world. When you're climbing the corporate ladder, for example, you might be destroying the organization around you by driving out the best people, undermining their productivity, creativity, and so on.

Sean Illing

Let's get to the meat and potatoes of the book, which is about how to deal with assholes. So tell me, what's your best asshole neutralization strategy?

Robert Sutton

First, it depends on how much power you have. And second, on how much time you've got. Those are the two questions that you have to answer before you can decide what to do. Assuming that you don't have Dirty Harry power or you're not the CEO and can't simply fire people you don't like, I think you have to do two things in terms of strategy.

To begin with, you've got to build your case. You've also got to build a coalition. One of my mottos is that you have to know your assholes. We already talked about temporary versus certified assholes, but another distinction that's really important is that some people, and you mentioned this at the outset, some people are clueless assholes and don't realize they're jerks, but maybe they mean well.

In that situation, you can have backstage conversations, gently informing them that they've crossed a line. This is simple persuasive work. But if it's somebody who is one of those Machiavellian assholes who is treating you like shit because they believe that's how to get ahead, in that case you've got to get the hell out of there if you can.

Sean Illing

Let's make this more concrete. Say you're someone who's struggling against an asshole boss. Obviously, there's a power asymmetry, so it's not as simple as telling him or her they're an asshole. I imagine this is a common situation for many readers interested in this book. What's your advice?

Robert Sutton

The first question is, can you quit or transfer to another department? If you're stuck under a certified asshole, that means you're suffering. And if that's the case, you should get out - it's that simple.

The second question is, if you must endure, are you going to fight or are you just going to take it? If you're going to fight, you need a plan and a posse, you need to collect your evidence, and then you have to take your chances. In any case, I tell people to try to have as little contact as possible with assholes, and I offer strategies for doing that in the book.

One of the simplest - but admittedly hardest - things you can do is simply learn not to give a shit. Not giving a shit takes the wind out of an asshole's sails.When an asshole's being nasty to you, ignore him. Think about when you'll get home later that night and the fact that that asshole won't be there and won't matter. Think about how a year from now that asshole won't be in your life, but he'll still be the asshole he always was.

Sean Illing

What if you've got an asshole as a peer or a colleague? Does that call for a different strategy?

Robert Sutton

Your chances of getting rid of them are higher because you have more power. But there's a simpler way to handle a situation like this: just freeze them out. I'm in academia, which means there are lots of assholes we can't fire, but we can absolutely freeze them out. We don't have to invite them to events or gatherings. We can shun them politely and smile at them as necessary, but other than that we just ignore them. That's how we deal with assholes.

But there are some situations in which you may have to be an asshole to survive because you've got no choice but to push back against them. This isn't ideal, but if that's what you have to do, then that's what you do.

"Sometimes you have to speak to the asshole in the only language they understand, and that means you have to get your hands dirty"

Sean Illing

That dovetails nicely with my next question: Is it ever appropriate to out-asshole an asshole?

Robert Sutton

Sure. I try to see this from the perspective of the reader. If somebody has a long history of hurting you, and they have a Machiavellian personality, the only thing they understand is a display of force. If that's the case, the best way to protect yourself is to fire back with everything you've got.

Look, some people deserve to be treated badly. More importantly, they need to be treated badly. Sometimes you have to speak to the asshole in the only language they understand, and that means you have to get your hands dirty.

Sean Illing

Most of us don't want to be assholes, but sometimes we are. When I wake up in the morning, for instance, I'm frequently a grumbling asshole. I don't want to get up for this or that reason, so I roll out of bed and spend the first 30 minutes of my day stampeding around like an asshole. Not every day is like this, but it happens and it's embarrassing. So I guess my question is, how we can better check our own asshole tendencies?

Robert Sutton

First, it sounds like you're self-aware and that's a good thing. But look, there are certain situations that turn most of us into jerks, and we have to be aware of that and work on developing techniques to calm ourselves down. Sleep deprivation, for example, is one of the most reliable ways to become an asshole. If you're tired and in a hurry, you're likely to be an asshole. If you have an excess of power in a situation, you're at risk of becoming an asshole. One thing I've learned is that great differences in power bring out the worst in us.

Ultimately, you have to know yourself, be honest about yourself, and rely on people around you to tell you when you're being an asshole. And when they are kind enough to tell you, listen.

Sean Illing

Plato famously argued in The Republic that a tyrant, however powerful, ultimately suffers in the end by corrupting his own soul. You make a similar argument about assholes - that they might win at life but still fail as human beings.

Robert Sutton

Wow, I've never heard the Plato connection. That's not a question I expect to hear from a journalist, but I guess that's the former political theorist speaking. I have to say, I love that connection. We know that assholes have a corrosive effect on the people around them. There are longitudinal studies that demonstrate pretty clearly that people who, for example, work under assholes for many years end up being more depressed, more anxious, and less healthy.

So there's compelling evidence that assholes are terrible human beings who do harm to other people. I think the way you described Plato's analogy is far more elegant than anything I could say.

At the end of the day, if you're an asshole, you're a failure as a human being because you promote unnecessary suffering. What else is there to say?

# data[].attributes.attachment_link.title
A Stanford psychologist on the art of avoiding assholes

# data[].attributes.attachment_link.description
The world is full of assholes. Wherever you live, whatever you do, odds are you're surrounded by assholes. The question is, what to do about it? Robert Sutton, a psychology professor at Stanford University, has stepped up to answer this eternal question.

# data[].attributes.headline
FastCompany: Your Ultimate Guide to Making, Keeping, or Re-imagining your New Year’s Resolutions

# data[].attributes.subject
FastCompany: Your Ultimate Guide to Making, Keeping, or Re-imagining your New Year’s Resolutions

# data[].attributes.headline
HBR: Our Favorite Management Tips of 2023

# data[].attributes.subject
HBR: Our Favorite Management Tips of 2023

# data[].attributes.attachment_link.description
Our Management Tip of the Day newsletter continues to be one of HBR’s most popular newsletters. In this article, we list 10 of our favorites from 2023 — covering topics like how to get your mojo back if you’re feeling disengaged at work, questions to ask your boss in your next check-in, talking to your team about using AI, giving hard feedback, speaking with confidence when you’re put on the spot — and more.

# data[].attributes.headline
FastCompany: How Game Design Works With Our Brains to Create Beauty and Meaning

# data[].attributes.subject
FastCompany: How Game Design Works With Our Brains to Create Beauty and Meaning

# data[].attributes.attachment_link.readable_text
Sign up below for my free emotional intelligence course, where each day for 7 days you'll get a new rule designed to help you make emotions work for you, instead of against you-complete with a worksheet and series of steps to help you put each rule into practice.
NOTE: By signing up for the free course, you agree to receive emails that offer strategies for building and practicing emotional intelligence, in addition to emails to market online courses and other products offered by EQ Applied. You may unsubscribe at any time.

# data[].attributes.attachment_link.description
Sign up below for my free emotional intelligence course, where each day for 7 days you'll get a new rule designed to help you make emotions work for you, instead of against you-complete with a worksheet and series of steps to help you put each rule into practice.

# data[].attributes.headline
Forbes: 5 Ways to Stay Mentally Strong When You're Dealing With a Toxic Coworker

# data[].attributes.subject
Forbes: 5 Ways to Stay Mentally Strong When You're Dealing With a Toxic Coworker

# data[].attributes.attachment_link.readable_text
No matter where you work, you're bound to come across a difficult coworker. And if you're not careful, one individual could ruin your entire work experience-and perhaps even damage your career.

It might be the teammate who takes credit for your work. Or, maybe your colleague's negativity drags everyone down.

Toxic coworkers can drain you of the mental strength you need to do your best-if you let them. Here are five strategies for staying strong even when you work with the most difficult people:
1. Resist the temptation to complain.
It can be tempting to turn to another coworker and say, "Can you believe he said that at the meeting?" But venting to other people-and trying to get them to confirm your beliefs-isn't healthy.

Whether you send emails to your other coworkers to complain about the toxic individual, or you vent to your partner when you get home, complaining keeps you stuck in a negative state.

The more time and energy you spend complaining, the more space you allow a toxic person to take up in your life. Commit to filling your life with positive people and productive experiences and give toxic people less air time.
2. Retain your personal power.
Saying that your coworker makes you feel bad about yourself or claiming that your boss ruined your day, implies you aren't in control.

You're in control of how you think, feel, and behave. Decide that someone else's bad behavior, poor attitude, or toxic choices won't drag you down.
3. Focus on controlling yourself, not anyone else.
It's easy to invest energy into wishing your coworker would become a team player or hoping that your colleague will change departments. But, wishful thinking wastes your valuable resources-time and mental energy.

You can't control your coworkers. You can only control how you respond to them.

So put that same energy into taking positive action. Whether you decide your best option is to confront your coworker, or you think your best choice is to put your energy into biting your tongue, use your resources wisely.
4. Have a direct conversation.
When it comes to dealing with a toxic person, you don't have to stay passive. Instead, establish boundaries that make your expectations clear. Just keep in mind, you can't change the other person's personality but you can call them out on specific behaviors.

That may mean confronting someone head-on and saying, "I understand you've been telling people that I don't know what I'm doing." Or, it may mean saying, "I was talking and you interrupted. I'm going to finish what I had to say."

You may also need to set limits by saying something like, "This sounds like gossip and I don't want to hear it." People who aren't used to having boundaries set with them-and many toxic people aren't-often get upset when someone draws a line in the sand.

But holding a direct conversation and setting firm boundaries can save you from feeling more stress in the long-term. Just be prepared for how you'll respond if the problem continues to happen.
5. Practice healthy coping skills.
Dealing with a toxic coworker can take a serious toll on you. It's important to practice healthy coping skills to help you stay strong in the midst of a stressful situation.

Take care of your mind and your body. It's impossible to stay mentally strong if you're eating a poor diet or you're not getting adequate sleep. Get plenty of exercise to help you combat the negative effects of stress.

Experiment with a variety of coping skills, like gratitude and meditation. Incorporate plenty of social and leisure activities into your life so that your world doesn't revolve around your toxic coworker.
Seek Help When Necessary
If your work environment is taking a toll on you, elevate the issue to the next level. If you're being bullied, ostracized or harassed, it's especially important to talk to your human resources department.

If your stress levels are impairing your ability to perform well or you're feeling anxious or depressed, get professional help. Talk to your physician about what you're experiencing to see if you might benefit from a referral to a therapist.

# data[].attributes.attachment_link.title
5 Ways To Stay Mentally Strong When You're Dealing With A Toxic Coworker

# data[].attributes.attachment_link.description
A toxic co-worker can drain your mental strength if you let them. Fortunately, these strategies can help you stay mentally strong when you're dealing with difficult people.

# data[].attributes.headline
How "Servant Leadership" Hinders Leadership

# data[].attributes.subject
How "Servant Leadership" Hinders Leadership

# data[].attributes.attachment_link.title
Personally, the servant leader mindset held me back in my effectiveness as a leader. I wanted to share my experience in case anyone else feels similarly.  1. It caused me to neglect my own needs. I “ate last” and wound up malnourished. 2. It limited how well I shared work because I felt guilty passing on “unpleasant” responsibilities.  3. It made me slow to address issues of poor role or org fit.   I realize it’s a bit taboo talking smack about this beloved model 😬 I’d love to hear your thoughts! #workplaceculture #companyculture #leadtogether #powerwith #leader #leaders #leadership #collaborativeleadership #orgdesign #greatworkplace #servantleadership #servantleader #leadershipadvice #leadershiptips #leaderseatlast 

# data[].attributes.attachment_link.embed_code
@leadtogether
Personally, the servant leader mindset held me back in my effectiveness as a leader. I wanted to share my experience in case anyone else feels similarly. 1. It caused me to neglect my own needs. I “ate last” and wound up malnourished. 2. It limited how well I shared work because I felt guilty passing on “unpleasant” responsibilities. 3. It made me slow to address issues of poor role or org fit. I realize it’s a bit taboo talking smack about this beloved model 😬 I’d love to hear your thoughts! #workplaceculture #companyculture #leadtogether #powerwith #leader #leaders #leadership #collaborativeleadership #orgdesign #greatworkplace #servantleadership #servantleader #leadershipadvice #leadershiptips #leaderseatlast
♬ original sound - Tania Luna

# data[].attributes.headline
Fortune: Here's Proof That Low-Quality Feedback is Driving Employee Retention Down

# data[].attributes.subject
Fortune: Here's Proof That Low-Quality Feedback is Driving Employee Retention Down

# data[].attributes.attachment_link.readable_text
While the U.S. economy continues to add jobs, fewer of them are corporate. In this climate, when employees leave, their roles are often not backfilled. Retaining the team you have is more important than ever-and poor feedback practices are a major driver of high employee attrition rates.

At Textio, we investigated what's driving all this attrition. Our comprehensive report involved surveying corporate employees across industries and looking at the relationship between the feedback they received in formal performance reviews and employee retention.

We clearly established that poor or insufficient feedback leads to employee attrition. Additionally, our finding shows that not all feedback is equal-and that not all employees are equal in the feedback they receive.

Employees who don't get clear feedback quit

According to this year's survey, 38% of people are either actively considering leaving their current workplace or have already ventured into interviews elsewhere.

Some 61% of respondents who plan to stay within the organization agree that they understand what their manager expects in order to give them their next promotion. Among people planning to leave their organizations, only 21% do.

While people indicated a variety of reasons for considering new roles, ranging from money to greater flexibility to relocation, several of the most common reasons cited tie directly to the feedback people get on the job. In fact, "insufficient feedback" was specifically named by 17% of respondents as the primary reason they're looking for other roles. Numerous other participants cited feedback-adjacent reasons, such as "feeling underappreciated" or "lack of growth opportunities."

Not all feedback is equally effective

The survey data shows a strong connection between the feedback an employee receives and their decision to stay or leave their organization. We also analyzed a performance review data set to see if the same patterns hold. As it turns out, people who received unactionable feedback were significantly less likely to be in the organization a year later.

To explore this, we looked at the performance reviews of a large, international enterprise organization across a variety of roles. The data set contains performance reviews for more than 13,000 employees across two annual review cycles. Because we have two years of data, we can see whether an employee in the Year 1 data set is also included in the Year 2 data set. In other words, for each employee, we can see the quality of their written performance feedback, as well as their retention or attrition outcome the following year.

People who received low-quality feedback were more likely to leave the organization than people who received more actionable feedback. What's more, this impact is causal, not just correlational: Our analysis controlled for potentially confounding factors such as numerical performance rating and employee tenure. People who received low-quality feedback were 63% more likely to leave their organizations than everyone else. This held true whether they were high, middling, or low performers.

Low-quality, unactionable feedback is particularly problematic when you consider its prevalence: 50% of the people in our data set received at least some feedback that was not actionable.

And that's not all. Shying away from giving direct feedback also causes employees to quit. Even when feedback is provided, it may be provided in conflict-avoidant and indirect ways. The practice of hedging, where the feedback provider couches their intended feedback in less direct language, is common.

The use of problematic hedging language is pervasive, with a third of people in this year's data set receiving this kind of feedback. Consider the difference between telling your report, "You'll have to finish the rough draft this week," and, "You might consider finishing the rough draft this week." When managers use hedging language to make an ask that the employee is meant to understand as a requirement, they dilute the message.

"I think" was by far the most common phrase used in hedging feedback. By introducing feedback with an "I think" statement, the manager is communicating that their point of view might just be a matter of opinion and that they might not be fully committed to it. This is problematic even in positive feedback, as the manager inadvertently communicates doubt about the praise they're giving. For example, by saying "I think you did a good job on that presentation" rather than just stating that the report did a good job.

It matters. People who get performance reviews containing "I think" hedging statements were 29% more likely to leave the company within a year than everyone else.

High-quality feedback isn't distributed equally

Feedback matters for employee retention, but not all demographic groups are equally likely to get high-quality feedback. Just as in last year's report, women of all races and people of color of all genders received lower-quality feedback, and less feedback overall, than everyone else.

For instance:

83% of men said that they understand what's required to earn their next promotion-in contrast to 71% of women, non-binary, and transgender people.

Only 54% of Asian people said they understand what's required to earn their next promotion.

Black employees get 26% more unactionable feedback than non-Black employees, despite only receiving 79% as much feedback overall.

Taken in aggregate, written feedback also reinforces problematic stereotypes. Men were twice as likely as women to be called "ambitious"-and women twice as likely to be deemed "helpful. "

Latinx people were described as "passionate" at double the rate of white people. Meanwhile, white people were twice as likely as Asian people to be described as "easy to work with."

In other words, the groups with the highest attrition rates from corporate workplaces also systematically receive the lowest-quality feedback. If you don't invest in growing your people, they leave.

These issues have persisted long enough, with such little improvement, that states and cities are now exploring promotion transparency laws that will require organizations to ensure fairness and equity throughout their employee growth and promotion process.

Good management and feedback processes will soon have the same legislative support that pay transparency has brought workers. And we already know how that is playing out- 91% of job seekers, regardless of seniority or industry, now say that including salary ranges in a job post would affect their decision to apply. It's only a matter of time before employees expect the same transparency in the promotion process.
Kieran Snyder is the CEO of Textio. Mallun Yen is the founder and CEO of the Operator Collective.
More must-read commentary published by Fortune:

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

Subscribe to the new Fortune CEO Weekly Europe newsletter to get corner office insights on the biggest business stories in Europe. Sign up for free.

# data[].attributes.attachment_link.title
We analyzed 2 years of performance reviews for 13,000 workers. Here's the proof that low-quality feedback is driving employee retention down

# data[].attributes.attachment_link.description
Vague feedback is particularly problematic when you consider its prevalence: 50% of employees received at least some feedback that was not actionable.

# data[].attributes.headline
Economist: Boss Class | Practical Guide to Running Meetings

# data[].attributes.subject
Economist: Boss Class | Practical Guide to Running Meetings

# data[].attributes.attachment_link.description
Listen to this episode from Boss Class from The Economist on Spotify. What if all the meetings in your calendar disappeared overnight? Tia Silas, Chief HR Officer of Shopify, an e-commerce firm, tells Andrew Palmer what happened when they tried just that. Claire Hughes-Johnson, a former COO of Stripe, offers a practical guide to running meetings.

# data[].attributes.headline
Esther Perel: A Good Question Changes the Story

# data[].attributes.subject
Esther Perel: A Good Question Changes the Story

# data[].attributes.attachment_link.readable_text
"What's on your unofficial résume?"
For years, this has been one of my favorite questions to ask at parties. I've been known to hijack a dinner conversation in which people are splitting off into small conversations in favor of unifying the table with a single prompt. I have lots of such prompts but "the unofficial résume" is the one that immediately gets us away from the dreaded "What do you do?"

I was reminded of this recently by an essay by my dear friend, Suleika Jaouad, whom I met years ago in this exact circumstance. As the subject of the new documentary, American Symphony, Suleika has had many interviews recently, leading her to reflect on what makes a good question.I've been reflecting on that a lot myself.

At that dinner party, had we simply talked about what we do, I still think she and I would have quickly gotten to the juicy parts of our conversation, but this question of the unofficial résume reframed the gathering and took us to places that, I think, surprised all of us.

‍ A good question does that. It disrupts a pattern. It goes deeper. Sometimes, it goes sideways. It enables us to travel to a new place without ever leaving one another's side. That night, I told Suleika and the rest of our dining companions that busking and hitchhiking are on my unofficial résume. I did both throughout my twenties with my then-boyfriend. It's how I got my first introduction to America, state by state, as a passenger in the cars of kind strangers. (It was a much more common way of traveling at that time.)

Every day, we'd spend hours getting to know a new person, couple, family, or group of friends. No two conversations were the same. No two drivers were the same. We met activists, wanderers, tradespeople, hippies from California, and conservatives from the deep south. Having good questions on hand enabled us to find all that we had in common and to delight in what made us each unique. There were a few times when a good, well-timed question defused a tense moment. My favorite for staying in the thick of it: "How did you come to think that way?" A good one for changing the subject: "What's a piece of advice you'd give to your younger self?"

Not long after I released my card game, Where Should We Begin-A Game of Stories, I started getting all sorts of messages from people who were using prompts from the game on long road trips. It's not something I ever suggested, at least not that I remember, but I like to think that there's some cosmic link between the road trips of my youth and the road trips people are writing to me about now.

‍ The first letter was from a middle-aged left-leaning woman who had recently played the game on a road trip with her elderly, very conservative, parents. She had been dreading the trip for weeks due to their acrimonious political conversations and she thought the game might provide a good distraction. "Both of my parents shared stories from their childhoods that I had never heard, things about my grandparents that were totally new to me. I wished the road trip could have been twice as long."

Another favorite letter: "After 17 years, my husband and I were stuck. We decided to take a road trip and spend a month working remotely. We packed the game and everyday, we each picked a card and we walked and talked our way past our impasse. It was incredible to learn so much about someone I thought I already knew so well."

‍ If you have a story like these, I'd love to hear from you by replying to this letter. In the meantime, I wanted to share a few more questions with you in case you'd like to try them out this holiday season with loved ones or kind strangers. You can find those below. My hope is that, as you gather, whether you feel excitement or trepidation, you can find new stories to share, new questions to ask, and new places to travel together without ever leaving each other's side.

‍Let's Turn the Lens on You

What's an encounter with a stranger you will never forget?

What is something you'd like to let go of or release?

What is something you'd like to invite into your life, to cultivate, to harness?

What is something you'd whisper in the ear of your younger self?

What is a risk you took that changed your life?

What was your form of play as a child and how has that influenced you?

What is a story of friendship, lost or found (or re-found), that changed your criteria for friendship?

What is a taboo you grew up with in your family?

What is a dream you've never said aloud?

What's an experience you've had with mortality?

What music would you like people to play at your funeral and why?

What does hope look like for you?

If you had another career, what would it be?

If cities were people, who would be your lover, your boyfriend/girlfriend, and your lifelong partner? (I love this one. For me: My lover is Paris or Rio. My boyfriend is Berlin. My lifelong partner is New York.)

‍

‍More From Esther

Mycardgame is designed to bring out the storyteller in you, your friends, family, partner, dates, and more. Stories are the building blocks of relationships, and these conversation cards are a great way to spark meaningful discussions and go deeper together.

Correspondence with friends has been the most important reading I've done all year. In writing, on the phone, and during long walks, we are processing this war and its tragedies together. Despite all that may be splitting us, we are trying to really see each other and connect through our humanity. We are trying to root ourselves in our relationships.

Whether you're facing challenges in love, wanting to reconnect with your partner, or curious about the nuances of human connection, my conversation with Steven Bartlett is full of tools to better your connections and cultivate your relational intelligence.

‍

Conversation Starters
A compendium of highly recommended sources of inspiration and information I'm Reading:
‍ I'm Watching:

‍ I'm Listening To:

Sharpen Your Relational Intelligence

Focus On Relational Intelligence

"‍A good question disrupts a pattern. It goes deeper."

# data[].attributes.attachment_link.title
From Esther Perel's Blog - Letters from Esther #52: A Good Question Changes the Story

# data[].attributes.attachment_link.description
My monthly newsletter is meant to inspire you to reflect, act, and develop greater confidence and relational intelligence in all of your relationships.

# data[].attributes.headline
Economist: How Not to Motivate Your Employees 

# data[].attributes.subject
Economist: How Not to Motivate Your Employees 

# data[].attributes.attachment_link.readable_text
Enjoy more audio and podcasts on
Listen to this story.
iOS or Android.

Your browser does not support the <audio> element.

H ere are some handy rules of thumb. Anyone who calls themselves a thought leader is to be avoided. A man who does not wear socks cannot be trusted. And a company that holds an employee-appreciation day does not appreciate its employees.

It is not just that the message sent by acknowledging staff for one out of 260-odd working days is a bit of a giveaway (there isn't a love-your-spouse day or a national don't-be-a-total-bastard week for the same reason). It is also that the ideas are usually so tragically unappreciative. You have worked hard all year so you get a slice of cold pizza or a rock stamped with the words "You rock"?

This approach reveals more about the beliefs of the relevant bosses than it does anything about what actually motivates people at work (the subject of this week's penultimate episode of Boss Class, our management podcast). In a book published in 1960, called "The Human Side of Enterprise", Douglas McGregor, a professor at MIT Sloan School of Management, divided managers' assumptions about workers into two categories. He called them theory X and theory Y.

McGregor, who died in 1964, was a product of his time. The vignettes in the book feature men with names like Tom and Harry. But his ideas remain useful.

Theory X managers believe that people have a natural aversion to work; their job is to try and get the slackers to put in some effort. That requires the exercise of authority and control. It relies heavily on the idea of giving and withholding rewards to motivate people. Perks and pizza fit into this picture but pay is critical to theory X; work is the price to be paid for wages.

Theory Y, the one McGregor himself subscribed to, is based on a much more optimistic view of humans. It assumes that people want to work hard and that managers do not need to be directive if employees are committed to the goals of the company. It holds that pay can be demoralising if it is too low or unfair, but that once people earn enough to take care of their basic needs, other sources of motivation matter more. In this, McGregor was a follower of Abraham Maslow, a psychologist whose hierarchy of needs moves from having enough to eat and feeling safe up to higher-order concepts like belonging, self-esteem and purpose.

Theory X is not dead. It lives on in low-wage industries where workers must follow rules to the letter and in high-wage ones where pay motivates people long after they can feed themselves. It surfaces in the fears of managers that working from home is a golden excuse for people to do nothing. It shows up in the behaviour of employees who phone in and bosses who bully and berate.

Nevertheless, theory Y is in the ascendant. You cannot move for research showing that if people think what they do matters, they work harder. A meta-analysis of such research, conducted by Cassondra Batz-Barbarich of Lake Forest College and Louis Tay of Purdue University, found that doing meaningful work is strongly correlated with levels of employee engagement, job satisfaction and commitment. Trust is increasingly seen as an important ingredient of successful firms; a recent report by the Institute for Corporate Productivity found that high-performing organisations were more likely to be marked by high levels of trust.

Firms of all kinds are asking themselves Y. Companies in prosaic industries are trying to concoct purpose statements that give people a reason to come into work that goes beyond paying the rent. The appeal of autonomy and responsibility permeates the management philosophy not just of creative firms like Netflix but also of lean manufacturers that encourage employees to solve problems on their own initiative. Some retailers have raised wages in the theory Y belief that reducing workers' financial insecurity will improve employee retention and organisational performance.

McGregor himself wrote that the purpose of his book was not to get people to choose sides but to get managers to make their assumptions explicit. On this score he is less successful. It is still possible to run financially viable firms in accordance with theory X. It is impossible to admit it.■
Read more from Bartleby, our columnist on management and work:
Also: How the Bartleby column got its name The curse of the badly run meeting (Nov 13th)
How to manage teams in a world designed for individuals (Nov 6th)
How to get the lying out of hiring (Oct 30th)

# data[].attributes.attachment_link.description
Douglas McGregor's prescient writing on management and motivation | Business

# data[].attributes.attachment_caption
How Strangers Got My Email Address From ChatGPT’s Model

# data[].attributes.headline
NYTimes: How Strangers Got My Email Address From ChatGPTs Model

# data[].attributes.subject
NYTimes: How Strangers Got My Email Address From ChatGPTs Model

# data[].attributes.attachment_link.title
How Strangers Got My Email Address From ChatGPT’s Model

# data[].attributes.attachment_link.description
Researchers at Indiana University used ChatGPT’s model to extract contact information for more than 30 New York Times employees.

# data[].attributes.body
There is so much beauty in the world - let's appreciate it this year!

# data[].attributes.attachment_link.authors[].name
Video by Adam Westbrook and Emily Holzknecht

# data[].attributes.attachment_link.description
Times readers, ages 16 to 93, open up about feeling alone.

# data[].attributes.headline
MasterClass: Metallica | Navigating Egos & Giving Criticism

# data[].attributes.subject
MasterClass: Metallica | Navigating Egos & Giving Criticism

# data[].attributes.attachment_link.description
Learn how to set up a communication style that is conducive to creative collaboration. Members will walk away with practical tips for giving constructive criticism and managing conflict in the service of doing what’s best for the project.

# data[].attributes.attachment_link.readable_text
Read Lead Together and ready to put it into practice? Use the tools below to bring the Power-With Principles to life: ​

FOLLOW A PURPOSE, NOT A PERSON

RELY ON CONTEXT,
NOT CONTROL

BUILD A COMMUNITY,

NOT A CROWD

KEEP LEARNING & EXPLORING

Sign up for the Lead Together substack for additional tools, insights, stories, and opportunities to connect

with other people who are practicing the power-with way.

# data[].attributes.attachment_link.description
Read Lead Together and ready to put it into practice? Use the tools below to bring the Power-With Principles to life: ​ FOLLOW A PURPOSE, NOT A PERSON RELY ON CONTEXT, NOT CONTROL BUILD A COMMUNITY, NOT A CROWD KEEP LEARNING & EXPLORING Sign up for the Lead Together substack for additional tools, insights, stories, and opportunities to connect with other people who are practicing the power-with way.

# data[].attributes.attachment_link.description
These two powerful words can change the tenor of your work conversations.

# data[].attributes.attachment_link.description
These two powerful words can change the tenor of your work conversations.

# data[].attributes.headline
Inc: How to Have Healthy Conflict at Work

# data[].attributes.subject
Inc: How to Have Healthy Conflict at Work

# data[].attributes.headline
HBR: What Having a "Growth Mindset" Actually Means

# data[].attributes.subject
HBR: What Having a "Growth Mindset" Actually Means

# data[].attributes.attachment_link.title
What Having a "Growth Mindset" Actually Means

# data[].attributes.headline
Dr. LeeAnn Renninger: The Secret to Giving GREAT Feedback

# data[].attributes.subject
Dr. LeeAnn Renninger: The Secret to Giving GREAT Feedback

# data[].attributes.attachment_link.title
The secret to giving great feedback | The Way We Work, a TED series

# data[].attributes.headline
LifeLabs Learning: Feedback Delivered Three Different Ways

# data[].attributes.subject
LifeLabs Learning: Feedback Delivered Three Different Ways

# data[].attributes.headline
Ted Playlist: Talks to Help You Be a Better Listener

# data[].attributes.subject
Ted Playlist: Talks to Help You Be a Better Listener

# data[].attributes.attachment_link.readable_text
Get a daily email featuring the latest talk, plus a quick mix of trending content.

By subscribing, you understand and agree that we will store, process and manage your personal information according to our Privacy Policy

# data[].attributes.attachment_link.title
Talks to help you be a better listener | TED Talks

# data[].attributes.attachment_link.description
Talks on the importance of listening, and how to do it much better.

# data[].attributes.headline
Ted: How to Find Humor in Life's Absurdity

# data[].attributes.subject
Ted: How to Find Humor in Life's Absurdity

# data[].attributes.attachment_link.readable_text
Get a daily email featuring the latest talk, plus a quick mix of trending content.

By subscribing, you understand and agree that we will store, process and manage your personal information according to our Privacy Policy

# data[].attributes.attachment_link.title
Maira Kalman: How to find humor in life's absurdity

# data[].attributes.attachment_link.description
With levity and profound insight, artist Maira Kalman reflects on life, death, dinner parties, not knowing the right answers, the joys of eating a hot dog from a street vendor and more. This talk, interwoven with her delightful paintings, is itself an artwork that seems to hold the entirety of life in all its absurd glory.

# data[].attributes.headline
Ted: How to Find the Person Who Can Help You Get Ahead at Work

# data[].attributes.subject
Ted: How to Find the Person Who Can Help You Get Ahead at Work

# data[].attributes.attachment_link.title
Carla Harris: How to find the person who can help you get ahead at work

# data[].attributes.attachment_link.description
The workplace is often presented as a meritocracy, where you can succeed by putting your head down and working hard. Wall Street veteran Carla Harris learned early in her career that this a myth. The key to actually getting ahead?

# data[].attributes.headline
Spotify | Secular Buddism: Dealing with People You Dislike

# data[].attributes.subject
Spotify | Secular Buddism: Dealing with People You Dislike

# data[].attributes.attachment_link.description
Listen to this episode from Secular Buddhism on Spotify. We all deal with people or situations we dislike from time to time. In this podcast episode, I will talk about dealing with people we dislike. For me, the recognition of disliking someone is always an invitation to look inward and to learn something about myself.

# data[].attributes.headline
Spotify | On Purpose w/ Jay Shetty: 7 Strategies to Stop Getting Drained by Your Problems & Focus on Possibilities

# data[].attributes.subject
Spotify | On Purpose w/ Jay Shetty: 7 Strategies to Stop Getting Drained by Your Problems & Focus on Possibilities

# data[].attributes.attachment_link.title
7 Strategies to Stop Getting Drained by Your Problems & Focus on Possibilities

# data[].attributes.attachment_link.description
Listen to this episode from On Purpose with Jay Shetty on Spotify. You might have heard the buzz about positive thinking, but have you ever wondered if it truly works? People are often encouraged to visualize their goals, maintain an upbeat attitude, and affirm positive outcomes.

# data[].attributes.headline
HBR on Leadership: NVIDIA's CEO on Leading Through the A.I. Revolution

# data[].attributes.subject
HBR on Leadership: NVIDIA's CEO on Leading Through the A.I. Revolution

# data[].attributes.attachment_link.readable_text
With the explosive growth of generative AI, businesses are beginning to integrate artificial intelligence into all aspects of their operations, products, and services. This shift is posing a particularly difficult challenge for leaders, who must quickly learn enough about this new technology to make sound decisions for their companies, in the short- and long-term.

# data[].attributes.attachment_link.title
NVIDIA's CEO on Leading Through the A.I. Revolution

# data[].attributes.attachment_link.description
A conversation with Jensen Huang on how to succeed in this era of accelerated change.

# data[].attributes.headline
Marcus Buckingham: Weirdness Is the Key to Self Improvement

# data[].attributes.subject
Marcus Buckingham: Weirdness Is the Key to Self Improvement

# data[].attributes.attachment_link.title
Marcus Buckingham: Weirdness Is The Key To Self Improvement

# data[].attributes.attachment_link.description
Listen to this episode from The Chase Jarvis LIVE Show on Spotify. In this podcast, Marcus Buckingham takes on a journey through what makes the individual unique and why everyone should embrace their weirdness. Marcus discusses the Norse concept of "WYRD," whereby everyone is born with a unique "Spirit" or "Daemon" that defines the life we subsequently lead.

# data[].attributes.headline
Open-Source Library | Talent Development & Learning

# data[].attributes.subject
Open-Source Library | Talent Development & Learning

# data[].attributes.attachment_link.readable_text
<aside> ❤️‍🔥 Fractional Director of Talent Development & Learning | Workplace Experience 🌱 Learning & Development 🌱 Talent Management & Performance Cycle 🌱 Pre- & Onboarding | Retention Strategy 🌱 Virtual & IRL Employee Experience | Engagement 🌱 DEIBA 🌱 Corporate Social Responsibility (CSR)

</aside>

📱 646 246 1380

📧[email protected]

🗓️ Book 30-Minutes Here

🌱 Leading Others
Role of a People Leader Measuring Self-Awareness The Focused Leader
Never attribute to malice that which is adequately explained by stupidity - Hanlon's Razor

🍸About Me
My Published Pieces 4/18/23 HR at the Table Webinar 5/17/23 We Got This Podcast 06/15/23 Culture First AMA What People Are Saying 2023 Fractional & Consulting Rates Elizabeth Boyd - Portfolio Site My Partner Charter My Values & Operating Principles My Assessment Stack My Manual of Me
‣

💡L & D Design | Strategy
Identify Themes | Theme Analysis Needs Analysis Instructional Design Roadmap My L&D Toolkit Development Training Request(s)Learning Methods Overview Adult Learning Theories Kirkpatrick Model of Evaluation
🎯 Careers & Competencies
Why Career Leveling Matters Career Framework Sample Leveling Framework Overview Competency Matrix Sample Performance Cycle Framework SkillAI.io Learning Paths
🚀 People Leader Toolkits
Click the link below to view full toolkits for developing first time people-leaders (social learning [cohort-based] programs)LEAD Program Workshop Toolkits Free Assessments & Resources
🔥 More Tools & Resources
Monthly Read | Watch | Listen To Book Summaries 1:1 Notes SkillAI.io Learning Paths
🎉 Onboarding & Retention
Evidence Based Guide to Hiring Bias Interrupters Career Development: Candidates Why Onboarding Matters (Toolkit) Remote Onboarding Checklist Generic Onboarding Checklist Preboarding Survey Sample Buddy Program Overview A Manager's Guide to Onboarding What to Expect Pre- & Onboarding (1)Onboarding Survey: Week 1 Onboarding Survey: 30-Day (Sample) Onboarding Survey: 60-Day (Sample) Onboarding Survey: 90-Day (Sample) Virtual Suggestion Box Investment Time Policy Promotion Policy Overview
🎯 Performance Cycle
Performance Cycle Framework Mid-Year | Year End Formal Programs Quarterly Goal Setting Convo Prep Guides 2024 Performance Cycle Prep Guides Your Ideal Environment Assessment How to Conduct a Gap Analysis eLearning Talent Calibration | 9 Box Fostering Quality Connection
❤️ DEIBA
eLearning Courses (Open Source)Inclusion & Belonging Survey (Sample)Cultural Mapping Allyship Understanding Through Inclusion Tipsheets Resilience DEI Privilege Checklist Recognizing Microaggressions & The Messages They Send Anti-Racism Docs for Leaders
✨Virtual Engagement
Making Moments Matter (Virtual Team Building)

# data[].attributes.attachment_link.title
Elizabeth Boyd's Open-Source Library | Built with Notion

# data[].attributes.attachment_link.description
Fractional Director of Talent Development & Learning | Workplace Experience 🌱 Learning & Development 🌱 Talent Management & Performance Cycle 🌱 Pre- & Onboarding | Retention Strategy 🌱 Virtual & IRL Employee Experience | Engagement 🌱 DEIBA 🌱 Corporate Social Responsibility (CSR)

# data[].attributes.attachment_link.readable_text
Created through SkillAI.IO, below please click on a path to open find some of the fabulous learning plans created by a simple prompt!

| Power Skill Learning Paths | Technical | Functional Learning Paths | | --- | --- | | https://skillai.io/public/learning-path/6f7e364a-2316-4ad7-ad52-8a8e129b8230 | https://skillai.io/public/learning-path/64837764-03af-44ba-8a23-2886c65a03a2 | | https://skillai.io/public/learning-path/794fe9cd-c687-4a7d-aaa6-93807df70789 | https://skillai.io/public/learning-path/89b31909-44bd-4931-a055-cb9fba25a826 | | https://skillai.io/public/learning-path/2f57e005-b8e2-4549-ba44-06d4023484d5 | https://skillai.io/public/learning-path/a5466c03-5985-4f7d-83b4-8deaf37650d1 | | https://skillai.io/public/learning-path/8923f2f7-3c57-4828-95f0-fd5608da6918 | https://skillai.io/public/learning-path/00a453cb-73e7-42e3-a480-6112d045c848 | | https://skillai.io/public/learning-path/b00b7c91-3c06-46b0-ab0c-b8a5b0c2f09f | https://skillai.io/public/learning-path/f9ec0a8b-63e7-4c9b-973a-4fe67ab11cab | | https://skillai.io/public/learning-path/5ae94b5d-002e-4006-bdee-d970ffd14632 | https://skillai.io/public/learning-path/e08838c0-c6ad-4c34-bdce-be4d8d37e2b6 | | https://skillai.io/public/learning-path/9356b2c3-197c-4e8c-87c2-eadced3ad549 | https://skillai.io/public/learning-path/5f8cc793-5871-4069-abcb-755987850c2a | | https://skillai.io/public/learning-path/ef97c544-448b-4f78-9f5e-9d5a9dc59604 | https://skillai.io/public/learning-path/74b67e2d-4ab9-48cd-9a25-9ac5b06905e1 | | https://skillai.io/public/learning-path/a15f03fc-a891-4ac8-a7c6-8166a7dbf575 | https://skillai.io/public/learning-path/6b995879-f5c9-4d70-918c-fe99823c3728 | | https://skillai.io/public/learning-path/ef97c544-448b-4f78-9f5e-9d5a9dc59604 | https://skillai.io/public/learning-path/c6b37d40-a6d1-41d6-ba22-80847a5df72b | | https://skillai.io/public/learning-path/a1303f8a-a77b-4d67-a2a8-e18e9feaa309 | https://skillai.io/public/learning-path/ee687778-9fb9-4470-8464-1e572d804c85 | | https://skillai.io/public/learning-path/e72a6213-f2bc-4a1a-9050-5d7fc2863d8d | https://skillai.io/public/learning-path/7654bedd-6374-416f-b828-3152388daedd | | https://skillai.io/public/learning-path/ab2bc7c3-8083-493a-a4f1-2bb722569be1 | https://skillai.io/public/learning-path/b4b0fe6c-541d-4e51-89b4-a26cd4728c74 | | https://skillai.io/public/learning-path/b336aa7d-cdb4-4705-9687-112d1e195f93 | https://skillai.io/public/learning-path/b0a9d3bb-354c-4e37-8e12-5d13a1554c98 | | https://skillai.io/public/learning-path/077421a8-2f41-4405-9184-9591a82f5d76 | https://skillai.io/public/learning-path/5edb6198-f391-460c-9a35-4d4173b903eb | | https://skillai.io/public/learning-path/ec844973-8f6b-4a8f-be85-1b69c6190110 | https://skillai.io/public/learning-path/25351a25-faa6-4f0a-b896-f35bddf7cb1b | | https://skillai.io/public/learning-path/6348adf9-e5e1-48af-bd80-521d29f795df | https://skillai.io/public/learning-path/bc7a1dc7-18b5-4132-90cd-800e2fe20fba | | https://skillai.io/public/learning-path/5c351e7b-5870-435c-94cf-5d1a0f18014b | https://skillai.io/public/learning-path/67b7cfaa-8cc1-47a3-99ad-c0739bc81e31 | | https://skillai.io/public/learning-path/c4bedd2d-053a-4af8-8396-5ed637dbfe4a | https://skillai.io/public/learning-path/b71ecbdc-ed55-4991-bebf-28d7719ef0bf | | https://skillai.io/public/learning-path/2a22ff00-8385-499d-afb4-cc533d7ffe38 | https://skillai.io/public/learning-path/6375b62b-1e88-4d17-a24f-aef1e2f1308e | | https://skillai.io/public/learning-path/1dbb6586-f2aa-4d42-b240-0455dc63f84b | https://skillai.io/public/learning-path/269b6422-68b8-4fa9-b4d0-371c9a16e017 | | https://skillai.io/public/learning-path/ca5b2e33-5a83-45ef-a353-5774cb7d3143 | https://skillai.io/public/learning-path/e1781fef-6b71-4af0-a88a-432203f0c906 | | https://skillai.io/public/learning-path/6e529b16-2a5d-45bf-81a7-e4af2255632a | https://skillai.io/public/learning-path/0b4c4920-616c-4477-993d-102f209a346d | | https://skillai.io/public/learning-path/461f72c3-eea9-4788-aae2-d45c08c44aaf | https://skillai.io/public/learning-path/9fa0d2c1-7f75-433f-963e-cd684cd973eb | | https://skillai.io/public/learning-path/1a991b67-fd5c-405b-a61b-bebaa3400823 | https://skillai.io/public/learning-path/b0bc8295-1db4-49f6-b523-b759de5e637a | | | https://skillai.io/public/learning-path/a9811c3c-fea7-498e-84c2-b86ab632014c | | | https://skillai.io/public/learning-path/ca99180e-15f8-41ff-81de-2ea238c9da82 | | | | | | |

# data[].attributes.attachment_link.description
Created through SkillAI.IO, below please click on a path to open find some of the fabulous learning plans created by a simple prompt!

# data[].attributes.headline
Performance Cycle Tools & Resources (People Leader Edition)

# data[].attributes.subject
Performance Cycle Tools & Resources (People Leader Edition)

# data[].attributes.headline
Performance Cycle Tools & Resources (IC Edition)

# data[].attributes.subject
Performance Cycle Tools & Resources (IC Edition)