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Handle confidential information with candor and care to build trust It can feel like a trap. Someone asks you a direct question about confidential information. In all these scenarios, there are sound ethical reasons for the information to remain secure. 1) “I protect sensitive information. Maybe it’s a personnel matter.
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Suggest adding a few minutes in meetings for informal connection (see a list of Compassionate Conversation Starters) Bring small, practical habits into daily work like recognizing colleagues for wins. Offer to HelpAnd Bring the Team Together One of the best ways to soften a tough boss? Create an environment where connection naturally happens.
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By things, I mean the buildings, information systems, or anything else physical.) I now believe that work needs to be organized, that things should be managed, but that people can only be encouraged, inspired, and led. (By
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Keep information to yourself. This means removing roadblocks, supporting them, giving them the information they need to make effective decisions, and helping navigate relationships with other teams. How often is your team waiting on you for information, your opinion, or a decision? You may need to give the team more information.
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You got together to solve a problem, make a decision, or share information, and when the meeting ends, it’s time to do something. Teams require trust, and that’s built only through time spent together, solving problems, making decisions, and learning how everyone operates, sees the world, and shares information. Outcome: Relationships.
Schedule time each week (or daily) for informal recognition. Informal recognition doesn’t need to take long. Schedule time each week (or daily) for informal recognition. Set up systems and people to help you, even with your informal employee recognition. Keep track of who you’ve appreciated and how.
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