Here’s a guide with actionable steps to help you manage team conflict effectively and turn it into an opportunity for positive change.

• Cultivate Self-Awareness : Understanding your leadership style and how you respond under pressure is crucial for effective conflict management. Your strengths can sometimes become your weaknesses when overextended during stressful situations. For instance, while setting high standards can drive excellence, a team grappling with challenges may perceive it as an unattainable demand for perfection. Recognize these tendencies and adjust your approach to maintain a balanced leadership style, focusing on team goals while supporting individual growth.
• Understand Your Team’s Diversity to Recognize the Power of Differences : The strength of a team lies in its diversity – diverse personalities, skills, and experiences. Embrace this diversity and recognize the unique contributions each team member brings. Foster an environment that values different perspectives and encourages collaboration. Building awareness and appreciation for diversity creates a foundation for understanding and resolving conflicts effectively.
• Prioritize Active Listening : In the rush to meet deadlines, it’s tempting to quickly resolve conflicts by imposing a solution. However, this approach rarely leads to lasting resolutions. Instead, make time to listen to all sides of the conflict actively. By understanding each team member’s underlying concerns and perspectives, you can help the team co-create solutions that address everyone’s needs, fostering a sense of ownership and commitment.
• Foster Open Communication : Encourage open communication by creating a safe space for team members to share their ideas and concerns. Actively seek input from all team members, especially less vocal ones. By promoting a culture of open communication, you empower team members to contribute to productive discussions, turning conflicts into opportunities for innovative problem-solving.
• Embrace Collaborative Problem-Solving : Harness the power of diverse thinking by creating an environment that values fresh ideas and approaches. Encourage team members to collaborate and co-create solutions that leverage their unique skills and perspectives. Reach out to less vocal people to ensure their ideas are heard and included. When everyone feels valued, and their contributions are acknowledged, conflicts transform into collaborative discussions that lead to innovative solutions.
• Reflect and Refocus : Learn from the challenges faced by the team and use them as opportunities for growth. Embrace the lessons learned from past conflicts, refocus on the team’s goals, and chart a clear path forward. By acknowledging past mistakes and understanding what went wrong, you can guide the team towards a more successful and harmonious future.

Conflict, while challenging, can be an opportunity for growth and innovation when managed effectively. This guide can help you foster a culture of accountability and equip the team with skills to handle conflict through communication. With this solid foundation in place, leaders can devote more time and resources to steering their organizations toward future triumphs rather than constantly firefighting.

If you want to learn more about effective leadership and conflict resolution strategies, check out our Keep it Real Leadership Program.

Remember, with the right approach, conflicts can be transformed into opportunities for positive change and growth. Lead with purpose, embrace diversity, and navigate through conflicts with confidence!

Till the next time, keep it real.

Karen

The post Navigating Conflict: A Leader’s Guide to Conflict Resolution appeared first on PeopleThink.

Unfortunately, that often leaves out the human aspect, the physical, mental, and emotional toll that uncertainty can have on employees. The part that requires leading with our hearts.

So how do you do both? Here are some tips.

Let’s start with the heart part.

Build connections. Many people are struggling with the return to the office. The commute and the price of gas, having to dust off their social skills, dealing with organizational structure or management changes. Create ways to help your people connect beyond just team meetings and work updates. Check in with individual team members just to ask how they’re doing. Ask questions like, “What are you doing to take care of yourself?” “How is your family doing?” “Is there anything you need?” Listen. Show compassion. Make it about them personally and not just work. If they’re struggling, connect them with available resources. Remember, people need to feel valued, CONNECTED, challenged, and recognized.

Keep it real. Show your vulnerability. Empathize. Be understanding if they are a bit overwhelmed at the moment. They may be dealing with childcare issues, worrying about their aging parents, or stressing about everything that’s going on right now. Connect with them as a human being, not just as their leader.

Respect the need for balance. Demonstrate that you know – and care – that your employees have a life outside of work. Set the example. When leaders set a pace of long hours and busyness, too often employees feel they have to do the same. It’s not healthy for anyone. Take a break. And encourage employees to take a break.

Trust your people. Trust and integrity are core to leadership. Always. Show your team that they can trust you to do all you can to help them be successful in this crazy world. Demonstrate that you trust them to do their work and support the success of the team. Don’t micromanage.

As for the head part…

• Be sure everyone on your team has the resources they need to succeed
• Set clear and reasonable expectations
• Communicate, communicate, communicate (and remember that communication includes listening!)
• Have regular team meetings
• Remember to say “thank you”

It’s no secret that people are on the move. The last few years have given them time to think about what is really important and what they want in a work environment. Don’t let them walk out the door. Lead with your heart and your head.

Learn how you can “Lead So People Stay” at our upcoming Leadership Power Hour. For more information and to register: https://www.peoplethink.biz/power-hour/

Till next time. Keep it real.

Karen

The post Lead with Your Head AND Your Heart appeared first on PeopleThink.

Why?  Because of bad leaders.

According to a Gallup poll of more than one million U.S. workers, 75% of workers who voluntarily quit their jobs said they did so not because of the job or the company, but because they had a bad boss.

With so many people heading toward the exit these days that’s a whole lotta bad bosses.

Why is that?  What’s the impact? And what can organizations do about it?

Let’s start with the why.

47% of new leaders do not receive any leadership training.

People are often promoted to leadership roles as a reward for their individual performance or company loyalty rather than because they demonstrate the personal qualities that will help them develop into effective leaders.

All too often new leaders are put in a “sink or swim” situation – thrown into the deep end of leading a team and left to figure out for themselves how to stay afloat. Without leadership development early in their transition from individual performer to leader, new leaders may simply mimic the behaviors of a leader they’ve had in the past, and not necessarily a good one.

Research shows that the bulk of leadership development dollars are spent on senior leadership development. Yet by the time leaders reach that stage any bad habits developed over the years (or modeled after other bad leaders) are ingrained and difficult to correct.

What’s the impact?

It costs one and a half to two times an employee’s salary to replace them.

The tangible costs include recruiting, hiring, onboarding, and training the new employee. Add to that the intangible costs of decreased productivity, revenue loss, customer attrition, knowledge loss, and lowered morale of those left behind (who often have to pick up the slack).

What can organizations do about it?

Train your new leaders! Teams that have talented managers realize a 48% increase in profitability, a 22% increase in productivity, and a 30% increase in employee engagement scores (Gallup).

New leader training needs to be a key component of every organization’s learning and development plan. And it needs to give participants time to apply their learning, receive feedback, and get the ongoing support necessary (mentoring, coaching) to grow into the next line of senior leaders and executives.

Build and nurture a strong culture with clear values, open communication, and growth opportunities.

And be sure that every employee feels valued, connected, challenged, and recognized.

Till next time, keep it real.

Karen

The post Are Bad Leaders Pushing Your Good Employees Out the Door? appeared first on PeopleThink.

Blurred lines between home and work, dealing with remote technology (no tech support team!), and missing collaboration and camaraderie with their teams were typical complaints.

And then…they adapted.

Now, as more and more companies are calling their workers back to the office, not everyone is jumping for joy. In fact, 72% of respondents to a PwC survey said they would like to continue working from home for at least 2 days a week. And 32% of those surveyed by Owl Labs said they would quit their job if they were not able to continue working remotely.

So, as a leader, how can you smooth the transition back to the office and reignite your team?

Here are some tips.

Be flexible. Meet with each of your team members and, as much as possible, create a work schedule that aligns with their personal needs as they transition.

Manage your expectations. Just as they had to adapt their work style to a remote model, they’ll need to adapt again to working in the office.  The commute, dropping the kids at school or childcare, and “dressing for success” have been on hold for more than two years. Give them grace as they find their way back to working in an office.

Reconnect your team. Create plenty of opportunities for team members to gather and get to know one another again. No doubt you’ve had lots of Zoom meetings and, perhaps, video socials, but it’s not the same as chatting in the same room eyeball to eyeball!

Conduct a re-onboarding. Hold an onboarding event to officially welcome employees who were hired over the past two years and perhaps are meeting their teammates in person for the first time. Use this event to remind everyone about the company vision, mission, and values, as well as your vision for the team.  Allow time for questions, concerns, and suggestions.

Check in. Now, more than ever, is the time to follow that tried-and-true principle MBWA – management by walking around. Make time to check in with each of your team members. We are in an environment where workers have a lot of opportunities, don’t let them walk away.

They may have come back to the office, but how will you get them to stay?

Till next time, keep it real.

Karen

The post Leading the Way Back to the Office appeared first on PeopleThink.

Some to the extreme, as in the case of abusive airline passengers and others who have acted out in response to mask mandates and other perceived restrictions resulting from the pandemic.

And some more general, as work-from-home and limited gathering has put our social skills on hold.

Now, as more companies call their employees back to the office – at least for a couple of days a week – it’s time to give those social skills a reboot.

Here are some tips.

Think positive. Yes, it’s easy to grumble about the commute, having to wear pants and other “inconveniences” of going back to the office. And yet you can make it easier for everyone by focusing on the positive: Connecting with your team without technology glitches and Zoom fatigue, and having a clear separation between home and work. Seriously, when your home is your office does the workday ever end?

Be tolerant. It will take a little time to adjust and get back into the rhythm. For you, for your leader, and for your teammates. Eat the elephant one bit at a time.

Exercise your social skills. It seems funny to say, but this might be a good time to reflect on the socio-emotional skills you learned in kindergarten. As Robert Fulghum said in his book, All I Really Need to Know I Learned in Kindergarten, “Wisdom was not at the top of the graduate school mountain, but there in the sand pile at school.” Play fair. Clean up your own mess. Wash your hands. Put things back where you found them. Say “please” and “thank you.” And say you’re sorry when you hurt somebody.  Treat others the way you want to be treated.

Be kind. It’s been a rough couple of years for everyone. And the pandemic is just a part of it. It would be easy just to curl up under the covers until the world gets better. And yet, I’ve never been one to just wait around for things to change. I think we each have a responsibility to make the change we want to see in the world – even if we can only make it one small step at a time.

As you put on your pants, start up the car and head toward the office, ask yourself, “How can I be kinder today?” Then commit to looking for opportunities to show someone you care.

Keep it real and keep it kind.

“In a world where you can be anything, be kind.” – Unknown

Till next time,

Karen

The post Returning to the Office: Be Kind! appeared first on PeopleThink.

In our pre-pandemic world of work, when (if you recall) people gathered in person for meetings and workshops and hallway conversations, new hires had myriad opportunities to assess the culture they’d just signed up for.

Today, not so much.

Many employees who have been hired in the past two years have never met their co-workers or even their leader in person. They haven’t received the welcome basket in their cubicle, asked for help in locating the coffee station, checked out the cafeteria, smiled for their employee badge or done all the other things that new hires typically do.

Many are feeling adrift and unconnected.

So how can leaders – and seasoned employees – help news hires get connected and engaged in the culture? Remember – employee retention begins on Day 1.

Develop a clear and consistent definition of the culture. A great culture is more than fun after-work events, casual dress, and catchy slogans. It’s how employees, customers and the outside world perceive an organization based on its attitudes and behaviors.  It’s where all employees feel valued, connected, challenged, and recognized. And it stems from leadership behavior at all organizational levels.

Communicate the culture. Make it easy to describe. Make it real. Do a periodic check-up to ensure that all parts of your culture are healthy and if not, review, adjust and get back on track. Every new hire (including remote ones) should receive an orientation that includes a discussion about company culture, vision, mission, and values. Consider having long-term (positive) employees/leaders describe the culture and give examples of how they’ve seen it demonstrated in their experience.

Demonstrate the culture. Make it an expectation that all interactions leader-leader, leader-employee, employee-employee align with the company values and promote the culture. Give new hires a strong start by helping them understand how their role contributes to the overall success of their team and the organization.

And last, but certainly not least, remember that it’s about the PEOPLE, PEOPLE, PEOPLE. Hiring the brightest and the best does you no good if you don’t take care of them. Be clear about their roles and responsibilities. Help them understand the values and the culture. Keep developing them, provide them with new challenges, and develop a work environment where every level of the organization is valued, connected, challenged, and recognized.

Till next time, keep it real.

Karen

The post Boost Retention with a Strong Culture appeared first on PeopleThink.

Workers are simply “not gonna take it anymore.”

Although there are laws in place to protect workers from harassment and discrimination, there are no such laws that prohibit rudeness, disrespect, or other forms of being a jerk.

Consider these examples from a recent New York Times article, “No More Working for Jerks!”

• Better.com CEO Vishal Garg fired 900 employees on a Zoom call and accused them of “stealing” from the company because they put in too few hours,
• Hollywood mogul Scott Rudin threw staplers at his subordinates, and
• Steph Korey, Away’s former CEO, told her staff that she expected them to be available at all hours of the day and night and that they should stop requesting time off.

Of course, each of them later apologized, but SERIOUSLY??

Leaders, it’s time to take stock of your behavior. And senior leaders it’s time to think about the behavior you are modeling for you leadership team and, if it includes yelling to get your point across, interrupting or demeaning people in meetings, or other forms of jerkiness, find a way to change it.

Here are some ideas.

Ask for honest feedback. Jerks often rationalize their behavior, “That’s the only way I can get anything done around here…” and rarely ask for honest feedback. And often their direct reports are reluctant or afraid to speak truth to power.  Give permission. Listen. Do something with what you learn.

Make treatment of employees an evaluation component. Expand leadership “performance” to include not just achievement of goals, and/or the numbers, but also how the leader’s team works together, how engaged and loyal team members are, what employee’s say about how the leader treats them.

Instill good behavior – respect, consideration, empathy, etc. – as part of the culture and expectation of all employees. Put it in writing. Communicate it. Model it. Recognize examples of it and address the lack of it, i.e., call out jerks immediately.

Say “please” and “thank you.” Always. It’s such an easy thing to do. Model it and make it a habit.

Provide coaching. All too often bad behavior is ignored or downplayed because the bad actor is meeting their numbers. Are they teachable? If so, consider coaching to give them an opportunity to change.  If that fails, then it’s time to weigh the value of that one person’s performance against the loss of their team and the negative impact their behavior has on the organization overall.

Sounds like an easy decision to me.

Till next time, keep it real.

Karen

The post Attention Workplace Jerks: The Jig is Up appeared first on PeopleThink.

Whatever you want to call “it,” the fact is: People are on the move! And companies are scrambling (and competing) to find the right formula to attract new talent to replace the talent they’ve lost. Sign-on bonuses, pay bumps, and a plethora of perks to persuade candidates to fill the gaps that disgruntled or enlightened employees have left behind.

Let’s just stop for a second and THINK. Those new shiny objects may help you attract new talent, but if you want to retain them, you need to consider the fundamental issues that got us here in the first place. And, no, it’s not just about compensation!

I think it’s time for organizations to take a step back and do a self-assessment that goes beyond the typical financial performance, customer satisfaction, employee satisfaction, etc.  It’s time to assess – and improve – those areas that have a direct relationship to employee retention.

How are you doing in these areas?

Leadership. Sixty-three percent of people with a bad manager are thinking about leaving their jobs in the next 12 months, according to a 2021 report by The Predictive Index. Do you provide leadership development for new leaders to support their transition to a people-care role? Do your leaders at all levels have a consistent understanding of their roles, responsibilities, and expectations as a leader in your organization? Do your leaders help employees feel valued, connected, challenged and recognized? Do you proactively address leadership issues?

Culture. How do you describe your company culture? How would your employees describe it? Do you have clearly defined values that you have communicated to employees and that leaders at all levels in the organization consistently demonstrate? Have you defined what you want to be known for as a place to work? It should be more than gourmet lunches and dry cleaning services. Employees today want flexibility, work/life balance, and the opportunity to learn and grow.  

Career opportunities. Are career discussions part of your performance conversations? Do employees know how their individual and team goals contribute to the organizational goals and overall success? Do you have clearly defined career paths and development tools to assist employees on their career journey? Do you give employees the opportunity to move to other roles within the company rather than lose them?

Communication. Does your culture include open, honest communication? Do leaders routinely communicate with their direct reports to recognize performance, discuss issues, capture ideas, and simply “check in?” More than half of employees surveyed in a recent Gallup study said that no one — including their manager — had talked to them about how they were feeling in their role in their last three months before they quit. Want to keep ‘em? Ask, listen, and then do something with what you learn.

And last, but certainly not least, remember that it’s about the PEOPLE, PEOPLE, PEOPLE. Hiring the brightest and the best does you no good if you don’t take care of them. Be clear about their roles and responsibilities. Help them understand the values and the culture. Keep developing them, provide them with new challenges, and develop a work environment where every level of the organization is valued, connected, challenged, and recognized.

Till next time, keep it real.

Karen

The post A Sign-On May Attract Them, But How Are You Gonna Keep Them? appeared first on PeopleThink.

This is short-sighted and a sure-fire way to encourage top talent out the door.  If you want to keep that talent and grow your business you’ve got to provide opportunities for your people to learn and grow. The best way to do that is by creating and implementing effective employee development plans. Here’s how.

Ensure roles and responsibilities are current and well-defined. Roles often morph over time as responsibilities expand or business needs change. This can be frustrating to the individual in the role – and detrimental to the team/organization – if training around new skill requirements and responsibilities isn’t included with the change. It’s also difficult to hire for, train for or promote someone into that role if you haven’t updated the current skills and responsibilities for the role.  

Create career path outlines. People want to know what growth opportunities are available for them and what skills and experience they will need to move up in the organization. Create career path outlines for each job family to help employees build their personal development plans.

Make performance management an ongoing process. Organizations with a continuous performance process are 39% better at attracting top talent, and 44% better at retaining talent, according to Betterworks. The annual performance review – dreaded by managers, hated by employees – typically focuses on weaknesses, and rarely includes a development component. How inspiring is that? Effective performance management is a continuous process (not an event) and includes a development component that both builds on strengths and develops areas that are not a strength.

Develop for future needs. Development plans should take into consideration organizational goals and the skills and behaviors employees will need to contribute to achieving those goals. They should also take into account the skills and behaviors employees will need in the future to succeed (yes, even if it’s not in your organization).  According to a report from the World Economic Forum, the top 10 skills in 2022 will be:

1. Analytical thinking and innovation
2. Active learning and learning strategies
3. Creativity, originality and initiative
4. Technology design and programming
5. Critical thinking and analysis
6. Complex problem-solving
7. Leadership and social influence
8. Emotional intelligence
9. Reasoning, problem-solving and ideation
10. Systems analysis and evaluation.

Consider employee goals and interests. It’s also essential that individual employee career goals and personal interests be taken into account in development plans. All too often employees have skills and talents that are under-utilized. Take the time to identify, develop and leverage those hidden talents and unspoken interests. Employees want to use their strengths and feel that they’re contributing to the organization in a meaningful way.

Creating, implementing and supporting development plans for your employees will not only help keep them loyal and engaged, it will ensure that your organization is ready for the challenges and opportunities of the future.

“Developing talent is business’s most important task – the sine qua non of competition in a knowledge economy.” – Peter Drucker

Till next time, keep it real.

Karen

The post Make Employee Development a Priority appeared first on PeopleThink.

This calls for a word of caution. Don’t get so focused on replacing those who left that you neglect your attention to those who stay.

How are you gonna keep ‘em?

Employees need to feel valued, connected, challenged and recognized. They want to use their strengths – every day – and know that they’re contributing to the success of the organization. They also want to have time to spend with their families and/or to pursue interests outside of work. And they want to be fairly compensated for the work they do.

It’s not rocket science.

Help your employees feel valued by communicating how their goals align with team and organizational goals. Provide them with opportunities to build on their strengths, learn new skills and prepare for the future needs of the company. Development can happen in many different forms: on-the-job training, personal development, cross-functional projects, coach and/or mentor, special projects, stretch assignments, training courses, reading and personal study, online courses, peer coaching, job shadowing… The important thing is that it is available and encouraged.

Help them feel connected by communicating with them regularly about what’s going on in the company. Provide opportunities for employees to connect and build relationships with one another, not through forced team events, but more naturally through spaces to gather and cross-functional team projects.

Do you have career roadmaps and succession plans in place? If not, what are you waiting for? Help your employees feel challenged by communicating the next level in their career path and what they need to do to get there. Give them temporary assignments that will stretch their skills and comfort level.

Recognize their efforts by saying “thank you” early and often. Don’t wait until review time to tell them what a good job they’re doing. And be specific – what was the situation, what did they do, and what was the impact. Applaud the behavior you want to see repeated and emulated.

Organizations need to acknowledge that their people are the lifeblood of the business. Don’t take your employees for granted. As the economy continues to improve and there are options for them elsewhere, you want to keep those employees in your organization. Find creative ways to develop and challenge them. Let them know they are valued, and that they are a critical component to the business moving forward. Build succession plans to ensure that your bench strength is available and ready to grow the business.

“Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job.” – Ken Blanchard

Till next time, keep it real.

Karen

The post Keep Top Talent by Helping Them Grow appeared first on PeopleThink.

Yet here’s the thing. Incentives may get candidates to sign the offer, but it’s leadership and company culture that determine whether they’ll stay.

So, what exactly is company culture, and how do you go about creating a “best-place-to-work” caliber of culture when there’s so much other stuff to get done?

First of all, a great culture is more than fun after-work events, casual dress, and catchy slogans. It’s how employees, customers and the outside world perceive an organization based on its attitudes and behaviors.  It’s where all employees feel valued, connected, challenged, and recognized. And it stems from leadership behavior at all organizational levels.

To build a great culture, start by becoming really clear about who you are as a leader. Are you demonstrating the behaviors you want to see in your employees?

The next steps are:

Be sure everyone understands the Vision and Mission of the organization. Define them. Communicate them. Post them. Refer to them in employee meetings and other communications.

Establish and communicate clear Values. Model them with employees, customers, vendors, job candidates, everyone. Recognize employees who go above and beyond to model the values.

Ensure that expected leadership behaviors at all levels align with the Vision, Mission and Values. Coach leaders who do not meet these expectations.

Develop and communicate a clear and consistent definition of the culture. Make it easy to describe. Make it real. Test the definition with employees, with customers.

Recruit and hire great people who fit the culture. Use your tested definition in job postings and interviews. As part of your hiring process, determine what a “fit” is, and what it isn’t. Train hiring managers, and develop behavioral interview questions that will help determine fit.

Ask for feedback and adjust accordingly. Once you feel you’ve developed a great culture it’s easy to get complacent. But workplace cultures can shift – changes in leadership, business downturn, overly rapid growth, or external pressures, etc. Do a periodic check-up to ensure that all parts of your culture are healthy and if not, review, adjust and get back on track.

How would you currently rate your company culture? Here’s an idea: Interview a cross-section of your employees and see whether they all describe it the same. If not, go back to the steps above.

Till next time, keep it real.

Karen

The post A Great Company Culture Starts with Leaders appeared first on PeopleThink.

And it is getting worse.

Although employee productivity over the past year is up, it has come at a significant human cost.  Fifty-four percent of employees feel overworked, and 39% feel exhausted, according to the 2021 Microsoft Work Trend Index Report.  Much of it is caused by the increased “digital intensity” of workers’ days.

Just look at the data from the report comparing Microsoft 365 collaboration trends between February 2020 and February 2021

• 148% increase in time spent in meetings
• 45% increase in chats sent per week
• 42% increase in after-hours chats sent per person
• 40.6 billion more emails sent

It’s no wonder that droves of employees are heading toward the door in The Great Resignation.

Here are some suggestions from Kaiser for companies to address workplace stress:

• Hold a workshop to identify common stressors and brainstorm possible solutions
• Align company policies with best practices for preventing stress and burnout
• Educate employees about available stress management and mental health resources, including your EAP (Employee Assistance Program) and health plan
• Offer activities like meditation and yoga, mindfulness programs or apps, or resilience training
• Continue asking for feedback and improving so that stress management becomes integral to your culture

It’s also important for employees to feel empowered and to know when to say “when.”

Here are some tips for employees:

It’s okay not to be okay. There’s no shame in admitting you’re overwhelmed or overworked or simply burned out. We saw some great examples of this in the recent Olympics when several athletes prioritized their mental health over others’ expectations and accolades.

Take frequent breaks during the day. Breaks are even more important in a remote and hybrid world, according to Dr. Mary Donohue, Founder of Digital Wellness. “In digital, information is overwhelming and can lead to a constant state of panic. You need to make a quiet space in your day to allow your brain to distill the constant flow of information.”

Talk to your leader. Explain what’s going on and work together to co-create a solution and learn about resources for help. Some time off, a flexible schedule, taking advantage of the EAP program, for example.

Make time to feed your soul. Whatever makes you happy, makes you laugh, calms you down, just do it. On a regular basis.

Use your vacation time. And TOTALLY disconnect.

Remember, if you don’t take care of yourself, you’re not going to be good for anyone or anything!

Find even more stress busters in my Stress for Success podcast series.

Till next time, keep it real.

Karen

The post It’s Time We Paid Attention to Workplace Stress appeared first on PeopleThink.