A new study by leadership training company VitalSmarts showed what we already knew: discussions on performance at work can be a one-way street.
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More than three-quarters of employees said their managers have “glaring flaws,” but few managers realize their shortcomings, a new survey from VitalSmarts revealed.
Our latest research reveals that many people overcommit themselves. Sixty percent of respondents said their to-do lists contain more than they can complete in the given timelines.
Our latest research shows that Randy and Carmen are among the 60% of people who are completely overcommitted. Specifically, these people report their to-do lists contain more than they can complete in the given timelines.
Our latest study shows that when it comes to managing our time and to-do lists, we’re habitually overcommitted and overwhelmed. Of the 1,353 people we surveyed, 3 out of 5 agreed that they have more to accomplish than they can actually do in the time they have available. Another 1 in 5 say they have …
Most of us intuitively get how important it is to know what to do in times of adversity and even what not to do under adversity. But until now, you may not have known just how important it really is. A new study, conducted in November 2018 among 1,334 employees by VitalSmarts (a leadership training company), is about to open your …
Luckily, author and corporate trainer Joseph Grenny has substantial experiencing navigating these less-than-smooth office dialogues, and he recently wrote an article for the Harvard Business Review outlining several important steps to take before engaging in a challenging talk in the workplace.
If you don’t say no, you can end up with more work on your plate than you can handle. That’s happening to a lot of workers, according to a new survey from VitalSmarts, a leadership training company.
According to a report by VitalSmarts, which provides workplace leadership training, just 1% of workers said they would be confident speaking up at work if they saw an issue, and 37% said they feared speaking up would hurt their career or label them as a complainer.
Our latest research confirms, yet again, that the way a manager performs in these crucial moments has a disproportionate effect on their personal influence and their people. The research also shows, however, that a shockingly large majority of managers and leaders buckle under pressure.