Employees spend roughly 1.25 days per week on work designed to look productive rather than be productive. The question organizations should be asking is not why employees behave this way. It is what the organization did to make this rational.
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Neuroticism is not a flaw. But the research consistently shows it creates friction in performance, especially in roles that require steady judgment under pressure. That is useful information for managers who design team structures.
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Openness to experience, which shows up as intellectual curiosity and tolerance for ambiguity, is one of the most undervalued traits in traditional talent identification. The research says it should not be.
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There is a difference between recognizing someone's work and rewarding it. Research shows one enhances motivation and one erodes it. Most programs are doing the wrong one at scale.
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