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Excuse me, Ben," Bowen said. "Am I wrong, or aren't you the corporate treasurer?" Glisan bristled. "Yes." "What do you mean, you think you can get one?" Bowen shot back. "This is the current fucking maturities schedule! Go get it. You have to have a maturities schedule!" But they didn't. With all the focus on deals and earnings- with finance group's transformation into a profit center rather than a division to support the business- the workday, boring details had been sloughed off. p. 560 ↗
I knew nothing. Now I've seen what a raw deal lots of other people like Krystal get. And it's not their fault. Not their choice. People don't get to choose what body they're put into. Like, people get born into bodies in the middle of a genocide war in Darfur, and they don't get to worry about how tall they are or whether they'll ever be able to row. They're too busy worrying about how they're going to stay alive for another day. ↗
Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start. ↗
