Why Year-End Reviews Are A Big Fat Waste Of Time

By Denis Wilson

December 20, 2012

The standard-model performance review is an unhelpful barrage of built-up criticism. Instead, give feedback consistently so that your employees hear the good with the bad and make improvement a matter of routine.

Let's cut to the chase: If the only feedback your employees get from you is in the form of a 6- or 12-month performance review, it’s time to change your approach to feedback. Dropping bombs on employees once or twice a year only serves to build up pressure and make feedback sessions feel like indictments. And most importantly, it does little to alter behavior and improve performance and productivity, which should be your goal.
For feedback to be effective, it can’t be a special occasion, says Bruce Tulgan, author of It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need. “My view is that feedback is much too often given when things are going wrong. I call that ‘bad-news management’ because every time they hear from you, it means something’s gone wrong. You should always give feedback when things are going wrong, but you should also give feedback when things are going right, when things are going average.”

So instead of waiting for the obligatory performance reviews to come around, you should have a built-in feedback loop with your reports. “The best approach is to be giving people feedback on an ongoing basis about how their performance is lining up with expectations, and giving them guidance, support, and helping them make adjustments,” says Tulgan.
With this kind of ongoing dialogue, and by encouraging transparency and candid truth-telling company-wide, everyone stands to benefit through improved performance and enhanced working relationships.

Up Your Frequency
There are a litany of reasons managers give for why they don’t provide feedback more frequently, says Tulgan. They don’t have the time. They think that empowering people means letting them figure everything out for themselves, including what they’re doing right and wrong. Some feel they aren’t any good at coaching, while others are conflict avoidant or afraid of spoiling the collegial work culture. “All of these things contribute to managers being either unwilling or unable to engage in sufficiently detailed and consistent dialogue with their people,” says Tulgan.

The problem is that when conversations providing feedback happen infrequently, they have a tendency to cause more harm than good. Tulgan makes an analogy to working out: If you go out and try to do a five-mile run without working out regularly, that’s when injuries occur. “Part of why the ongoing dialogue works so well is it lowers the stakes in each of the conversations. Think about what happens in the 6- and 12-month reviews. You’re talking to people about stuff they did 6 or 12 months ago, for one thing. And they’re like, ‘Wow, I wish you would have told me that at the time.’

Not that performance reviews should be tossed out altogether. But instead of bringing new feedback to the table, they should summarize the ongoing dialogue and how the employee can take his performance to the next level. Big picture stuff. Meanwhile, the ongoing discussions should provide clear goals, concrete expectations, a timeline, and requirements within which to meet agreed upon goals.

Get Your Motives & Your Facts Straight
Much of the work that goes into providing effective feedback should actually take place well before you sit down with an employee. Having clear intentions for the conversation will help set an appropriate tone, says Joseph Grenny, co-author of Crucial Conversations: Tools for Talking When Stakes Are High. If you come from a place of anger or revenge, it will hamper progress. “We know that coming at people with that kind of motivation is going to shut them down,” says Grenny. “They’re going to get defensive, they’re not going to be interested."

Before offering feedback, Grenny suggests asking yourself three questions: What do I want for me? What do I want for the other person? What do I want for the relationship? “The people that are really good at creating a non-defensive, open conversation with people tend to talk to people from a perspective of, ‘I care about you and I want you to be able to achieve the results that are important to you, and I want to be able to get my results.’ When you are coming from that place, people sense it and it colors the entire conversation.”

The other homework you need to do before a feedback session is gather facts so you can provide substantive evidence of the points you want to make. “You need to write down what conclusions you want to share with this person about their performance and what supporting facts you have to dredge up to help illustrate the points you’re trying to make,” says Grenny. “You have to do that work. If you don’t, what you’re going to be having is an abusive conversation where you insult somebody without informing them.”

Stay On Track
It’s important to make sure the feedback sessions stay on track, both in terms of the topic at hand, as well as the emotional balance. “You need to be clear on the points you’re trying to make and if people are moving off topic, you’ve got to be good at bringing it back to the central point,” says Grenny.
The emotional aspect of a conversation can be a bit more difficult to negotiate. “Oftentimes, if someone is getting loud or argumentative or defensive we think “Oh boy, they can’t handle this,” so we start being apologetic and watering down our message, and sugar coating it.”

This is the wrong approach. The way to handle defensiveness is not to minimize your message, but to make the person feel safe, says Grenny. So when you sense someone starting to bristle, set aside the feedback for a moment, and show them that you have their best interest at heart. “The first thing you have to say is, ‘Look, I want you to know that I want you to win here. I’m not giving you this feedback because I’m trying to tear you down. In fact, I need to talk with you about this because I think you got potential here and I want to make sure you achieve your potential."

Create a Candid Culture
Many organizations suffer from a dearth of candor, says Grenny. He suggests creating a culture where most performance issues aren’t handled by you as the boss, but by the person’s peers. “Let’s be honest, in today’s world we don’t interact with our bosses the way we used to when they were standing there with a clipboard on the factory floor observing us.”
Grenny says it’s key to empower peers to provide each other with feedback and teach them the skills to do so effectively so performance problems are handled on the spot and between the people with which they occur. “You need to be actively teaching skills they ought to use for delivering feedback and sharing things because people don’t come into your organization with these types of soft skills. If leaders aren’t fostering the kinds of competencies needed to a create a positive cultural operating system, then what you’re getting is the path of least resistance, and that’s obfuscating, that’s politicking, it’s gunnysacking, it’s withholding, it’s all of that negative stuff that creates cancer.”

Feedback as Transparency
To that point, encouraging feedback has its operational benefits, but it also contributes to an overall healthy, open culture. Rand Fishkin, founder of SEO software firm SEOmoz, has a notorious proclivity for transparency. He’s blogged about the company’s ups and downs: the trials and tribulations of venture funding, his own performance, and an insider’s view of mistakes the company has made. “It’s expected when you say that your company believes in transparency, that what you really mean is ‘We will write about things we do well and we’ll share when we’ve been successful.’ And it’s actually far more interesting and far more challenging, but also much more authentic when you write about failure.”

Transparency and authenticity have already been written into SEOmoz’s core values--which Fishkin takes very seriously--but his outward transparency has also been a good model for internal culture, says Fishkin. “That’s definitely something that over the years, I’ve become conscious of. And it’s very refreshing. I think it takes a little while for someone who’s new to the company to get into that mode of thinking.”
Fishkin continues, “In much of the corporate world, what I hear is that a lot of people have this fear around sharing their insecurities or sharing things that have gone badly. At SEOmoz, we’re working very hard to make it the opposite.”

 

The Critical Difference between Leadership and Motivation

Here’s something that might surprise you: The best leaders do not attempt to motivate their employees, athletes, students or children.

In fact, those people in leadership positions who try to light fires for others tend to not keep their jobs for long. However, those who know the difference between leadership and motivation create a different legacy; their impact on others endures.
The difference between leadership and motivation, to me, is summed up like this:

• Leadership: A consistent example of rising above any and all circumstances. Leadership is external.
• Motivation: The inner knowledge or insight that makes rising above circumstances possible. Motivation comes from within.

So, in my opinion, leadership is not about encouraging, pushing or cheering on; it’s about pointing others inward so they recognize that the ability to be motivated rests with them. If you are a parent, for instance, you know that it is virtually impossible to motivate your children to work hard at their studies. But you can lead.

You can show your children, by example, that no matter how sick you might get or how difficult your circumstances might appear, you can passionately apply yourself to your own job or projects. Thereby pointing your children inward to their innate ability to rise above any circumstance (and excuse) and crack the books with pride and vigor.
My message about leadership is simple: Great leaders serve to bring out the inner wisdom and free will of those they serve. Instead of inducing people to view life situations a certain way (or their way), great leaders demonstrate that there are an infinite number of ways to view any life situation.

To illustrate, one of my mentors, Sydney Banks, must have given hundreds of seminars and lectures during his lifetime. Like clockwork before each talk, the audience would file in with notebooks in hand. While Syd was incredibly generous with his wisdom, he would always instruct those in attendance not to take one single note. His words were his alone — his interpretation of “truth,” he would say. He wanted the audience to develop their own feelings and ideas, and draw their own conclusions, not follow in his footsteps.

I believe, then, that great leaders are those individuals who, like Sydney Banks, set great examples. Why can’t we simply leave leadership right there? Who came up with the belief that leaders must be motivators of others anyway? We must recognize the difference between leadership and motivation, because if we don’t, our companies, teams, schools and even families will be overrun by followers incapable of lending an imaginative hand, let alone coming through when the chips are down.



Motivation is personal; leadership brings out personal potential for the benefit of the greater good. Take note of the difference. The business, sports and political worlds — actually the world, in general — can use more of both.
 

 

Five Supply Chain Resolutions for the New Year

by Dan Radunz

 

December 6th, 2012

 

New Year’s resolutions are easier to make when you know they will save you time and money. To that end, here are five areas of your supply chain you should take a fresh look at in 2013:

Warehouse Management System: Is it time for an upgrade or replacement? Consider whether your current system is strengthening or hindering your ability to execute business strategies. Your WMS should free up your IT department to focus on customer-facing applications, allow for maximum configuration to your unique business practices, and adapt to changing market demands and regulatory requirements. You may also want to examine how well your WMS integrates with other software: It should serve as the hub of your warehouse and seamlessly exchange data with other systems, like your ERP.

Performance management: You’re collecting data left and right, but do you know what to do with it? A performance management system will turn those numbers into graphical, actionable information to help you drill down for root cause analysis and ultimately make better operational decisions. The right system should produce real-time, comparative dashboards based on best-practice metrics like inbound, outbound and capacity, while also allowing you to customize it for your own company-specific performance indicators.

Moving to the cloud: Cloud technology allows you to access the most up-to-date system through a secure web portal, while the vendor hosts the actual software and hardware infrastructure off-site. This arrangement can save you time, expense and labor by off-loading the software and hardware maintenance associated with maintaining on-premise software. Specifically, your IT department can spend less time maintaining a system or learning every new technology stack and application needed to run the company, and more time with the customer-facing services that differentiate your business and add to the bottom line. And as we saw most recently with Hurricane Sandy, companies that have off-site, cloud-based systems may avoid catastrophic data loss if they are hit by flooding or a hurricane.

Voice technology: This can be a key component for increasing efficiency and productivity in the warehouse by improving picking speed and accuracy. Voice solutions can include distribution voice-enabled workflow for areas such as picking, receiving and replenishment, as well as for manufacturing processes such as kitting, assembly and inspection. If your company is searching for ways to increase efficiency even more, voice technology may be the next step.

Hardware: Ensure you are taking full advantage of the latest hardware technology. It’s easy to get comfortable with older models and devices, but examining the ruggedness, scanning tolerance, speed and ability to integrate with other tools (like voice) may lead to changes that improve accuracy and productivity. Many WMS providers can recommend the best solutions for your business and current system compatibility, and even locate, price and order the hardware for you.
As we continue to emerge from the recession and start to move more boldly, resolve to ensure your supply chain is well positioned to drive your company to bigger growth and a better bottom line.

Dan Radunz is vice president of product strategy and development and oversees HighJump Software’s worldwide product development group and technology operations, supporting the company’s entire source-to-consumption software portfolio.

Guide your teams to attain goals: 3 ways

 

by Executive Leadership on December 2, 2012 6:00pm
in Leaders & Managers,Team Building

 

Savvy leaders induce compliance rather than demand it. They guide people to think for themselves and draw their own conclusions. To lead others in the right direction, articulate a clear goal and set a time­table for attaining it. Let the conversation unfold in three phases:

1. Discuss a deadline. After establishing the goal, say, “Let’s explore when you need to achieve it.” Solicit the employee’s thoughts on the time frame and, if necessary, cite your own preferences.
For example, a supervisor may tell you he thinks training staff on new purchasing software will take one month. You might reply, “Sounds good. But if everyone was up to speed in two weeks, we’d reap more savings sooner and that would increase your team’s year-end bonus.”

2. Define the stakes. Explore why your employee thinks the goal matters. That’s better than giving a lecture. Ask, “Why do you think this is important?”
When employees say, “This is a big project for us and here’s why,” you lead by letting others see the meaning and organizational impact of their effort. This breeds commitment and a shared spirit of success.

3. Postulate “what ifs.” Make sure employees understand the positive consequences of goal attainment—and the negative consequences if they fail. Pose hypothetical queries such as, “What if you miss the deadline?”, “What if you get derailed by unexpectedly high costs?”, “What if worst-case outcomes get in the way?”
By walking people through “what if” scenarios, you help them anticipate un­­knowns and prepare contingency plans. And you underscore the seriousness of the goal and implicitly signal how much it means to you that the employee plow ahead despite any obstacles that arise.

— Adapted from Selling Results!, Bill Stinnett, McGraw-Hill

 

Modern Transportation Management Systems Make LTL Neutral Rate Bases Obsolete

by Geoff Comrie

 

November20th,2012

 

Long ago, a LTL (less-than truckload) neutral rate base (NRB) was promoted as way for shippers to more easily compare shipping costs between carriers because carrier contracts and the actual rating process were both complex. A NRB was seen as a compromise based on simplicity, but neither the business interests of the shipper or carrier were optimized.

I believe, however, that neutral rate bases have outlived their purpose.
Today, modern transportation management systems (TMS), with robust contract and pricing management capabilities, have negated the need for a NRB and allow for both shippers and carriers to reap the rewards of a well-negotiated, collaborative contract.
How is this done?

There are many LTL carriers in the U.S. and not one of them services every part of North America equally. For many reasons — too many to get into here — some regions and lanes make stronger business sense than others. And when the needs of the shipper are aligned with the strengths of the carrier, both the shipper and the carrier enjoy a profitable and healthy relationship.

It is well known that almost no two carrier contracts are identical, even year-to-year by the same carrier. What appears to be a conspiracy between carriers to make their contracts difficult to compare is more a reflection of how well carriers know their costs to the penny. This results in complex and different rate structures — what kinds of costs are associated with certain kinds of freight, how much to charge for specific accessorials, how much it costs to service various lanes and facilities, and so on.

Modern Contract and Rating
This is where highly-detailed contract management systems are invaluable in quickly determining the complete and actual costs of a shipping transaction. These systems account for every detail and nuance, providing shippers with reliable, least-cost choices within seconds.

There are many contract management (CM) systems around. Strategic and functional value boils down to detail and process, not the pretty colors of a user Interface. It can certainly be intimidating when you first look at a very granular CM system because it just “looks complicated” due to all of the carrier contract information that needs to be entered. But the work is absolutely necessary and can mean the difference between getting back a simple estimate versus the actual cost, or even if the freight can be delivered to a certain address.

Hard Work + Detailed Input = Reliable Output
I cannot overstress this point.
Here’s a real-life example of what can happen if a contract management system isn’t robust enough to consider important details:

You have a 2,000 lb. shipment moving from Atlanta to New York City, with a freight class of 55, requiring an inside delivery by the carrier.

ABC, an “undetailed” contract management system, returns a hundred-weight (CWT) rate of $93.99, yielding a gross freight charge of $1,879.80. After your well-negotiated discount, the net freight charge would be $375.96.

 

You ultimately choose to use this carrier because, according to the transportation management system’s utilization of ABC contract management, this was the least cost carrier.

 

Unfortunately, this shipment is going to cost you much more than $375.96.

ABC does not take into account the additional accessorial cost for Inside Delivery even though it’s clearly stated in the carrier contract. ABC simply has no capability to have this detail recognized in the contract management system. Inside Delivery has a cost of $14.50 per CWT, yielding a total charge of $290 for this accessorial.

Further, ABC doesn’t recognize there is an automatic additional delivery charge of $60 for delivery into the borough of Manhattan.

 

So the total cost is actually $725.96, not the $375.96 returned by ABC.

Ouch!

 

In summary, to lower your transportation costs, use your own negotiated carrier contract in tandem with a modern transportation management system. This delivers lower shipping costs and better accuracy, which is important in delivering fundamentally good customer service and if you are looking to build a certain margin into your shipping services.

But, if you are still going to use a neutral rate base, then do a bit of homework. With carrier acceptance being neutral, pick a neutral rate base that is not really governed by the carriers, is cost-effective and offers the highest value, because your financial benefit, as shown above, can be compromised by up to 20 percent. In addition, look for a NRB that uses modern technology that any current and future software can use, offers the most rating options, and offers friendly licensing terms.

You can view transportation management as simply moving freight from one point to another. Or you can view it more strategically, as a way to save money, increase customer retention, and as a profit center. It is this strategic perspective that is driving shippers and 3PLs to adopt sophisticated transportation management systems. But as you evaluate TMS solutions, it’s important to remember that it all starts with well-negotiated carrier agreements, and the utilization of a robust contract management system.

 

Profits or Bust:  Inside the Mind of an Efficiency Expert

 

 

 

image credit: Shutterstock

 

If you could hire an efficiency expert, what would one say? Business-efficiency consultant Andrew Jensen finds himself repeating the same things to his clients over and over again.

Jensen, president & CEO of Shrewsbury, Pa.-based Sozo Firm Inc., goes into businesses, schools and organizations and makes recommendations on what their leaders can do streamline operations and increase productivity.
Here are the most common recommendations he makes to clients looking to do more with their existing resources.

1. Trim the overhead. Look at all of your fixed costs with a critical eye. Business owners operating for more than a dozen years tend to get into a routine with their overhead expense budget. Just because you have spent $100 on a particular good or service does not mean that you should keep doing it, says Jensen. "I encourage business owners to evaluate, evaluate, evaluate."
For example, look at your marketing budget, suggests Jensen. Ask yourself: Is the marketing that I am doing really bringing in more customers? If you are outsourcing your advertising to another agency, be sure that you are corresponding with the ad agency regularly to keep tabs on their progress, says Jensen. If you have been spending money to advertise on the radio, consider giving out a separate web address on the radio ads so that you can track whether the money you are spending is bringing in any new customers, says Jensen.

Related: Your Business Leaking Money? 5 Holes to Plug
With regards to the physical goods included in overhead, if you have a broken piece of equipment, consider repairing -- instead of replacing -- it, says Jensen. Decrease the amount of inventory you lose by installing a new security system. Overhaul your stock-management system to reduce waste.

2. Train your staff. Entrepreneurs often don't spend enough time training staff, says Jensen. Even when a small business hires a competent candidate with the best qualifications, if he or she doesn't spending enough time training, then the company isn't likely to get the most out of the new hire. Since staff costs money, you want to make sure to get the most that you can out of every employee.
Training does not end at the point of hire, says Jensen. You need to continue to devote resource to making sure your staff is fully up to speed on any new systems, operating systems or procedures. Entrepreneurs and managers tend to think of training as lost time or a waste of money. "They don't really focus on the benefits," says Jensen. "It will make a profound impact on how efficient your staff is."
Related: 3 Belt-Tightening Mistakes to Avoid

3. Cancel meetings. Technology has eliminated the need for many meetings, says Jensen. Often client meetings can happen over video conference to save money on travel expenses. Further, traditional meetings don't allow all types of thinkers to have an equal chance to respond. Workers who need time to read, think and digest before responding can be at a disadvantage amid the spontaneity of a meeting. While many meetings can be replaced by a digital communication, there is still a place for some face-to-face meeting time, says Jensen, to foster community and camaraderie among the staff.

4. Get organized. If the boss isn't focused, then the business won't be, either.

• First and foremost, do the simple stuff: Clean out your desk, briefcase and files.
• Cut out the digital noise: Turn off all messaging systems for a few hours at a time. Create a habit of checking messages every few hours. Between times, stay focused on the task at hand.
• Prioritize: Make to-do lists. Avoid the urge to grab for the low-hanging fruit first. Do what needs to be done first, first.
• Assign specific tasks to specific times of day. Do the hardest mental work when you have learned you are the most focused. Stagger rewards throughout your day to keep you on track.
• Get your homelife cleaned up. "If a person's home life is hectic and stressful then their productivity at work is also going to suffer," says Jensen. Eat right, exercise and get enough sleep.

 

By Beverly Kaye and Julie Winkle Giulioni
Where do I stand? How am I seen? What do you think? I don’t mean to sound needy … but a little bit of information could go a long way with me. — An employee (perhaps yours)?

Feedback.
How appropriate that the word begins with feed. Because for many employees, information from others about how they’re perceived and how they’re doing is currently a severe source of malnourishment in today’s workplace.
Yet in study after study, employees in every sector are starving for feedback. And, it’s a pretty human response. We spend 40+ hours each week at work, dedicating our bodies, minds, and souls to the cause. A little attention is not too much to ask.
Managers, beware. A low-feedback diet may be harmful to the health of your business. Side effects include:

• Disengagement;
• Stunted growth;
• Lack of clarity;
• Lost opportunities;
• Loss of talent.

Good people move on — either psychologically or physically — when their hunger for feedback isn’t satisfied. And this loss of talent is completely unnecessary because feedback:

• Doesn’t cost anything except a little genuine attention to others.
• Lends itself to literally any setting — face-to-face or virtually — with no more than a moment’s preparation.
• Isn’t just the domain of managers — anyone who is willing or asked can get involved.

Feedback is a hindsight lens through which people can pass their self-perceptions — and in the process, it yields a clearer vision of who they are and the value they bring. Sounds good, right?
What about you?
Be honest. When it comes to giving and getting feedback, where do you stand?

It’s feeding time
Opportunities for feedback abound. And what probably comes to your mind first is performance feedback — job-related information about an employee’s behavior or results that helps to drive improvement. That’s certainly important — but it’s not what we’re talking about here. We’re talking about a broader and more expansive dialogue that drives development.

We’ve just discussed the value of hindsight conversations with employees, which surface essential information from their point of view. The problem is that an individual’s perspective is rarely a complete picture.
Employees need a reality check — an opportunity to expand their perspective beyond their own to round out their self-assessment. Voila! An opportunity for feedback.
When you help employees to proactively solicit the points of view of others, they get a two-fer:

1. They’re able to check their assumptions, balance their understanding of themselves, and discover who they are in the eyes of others.
2. They develop the capacity to independently initiate feedback conversations.

Do this well enough for long enough and pretty soon you’ll have a self-generating feeding frenzy (in a good way) in which employees become comfortable getting and volunteering feedback freely among themselves.

Who’s who in their zoo

So feedback is another sort of a hindsight conversation. The good, the bad, and the ugly need to be confirmed or dispelled as employees’ perspectives are checked against the points of view held by others.
To ensure the most complete picture, it’s important to tap into the broadest career audience possible. Ask employees who might have additional insight into them, their strengths, abilities, interests, and opportunities.
The answer will likely include some combination of:

• Peers;
• Employees;
• Customers;
• Family;
• Friends;
• Manager.

You’ll notice that you are last on the list. And that’s to make a point.
When it comes to career development, it takes a village!
Employees need to develop the broadest network possible to facilitate their career success. Co-workers and others within and outside the organization have potentially important information, ideas, and helpful contacts. And gathering feedback from them is an ideal way for employees to begin to engage others in creating the path forward.
As a manager, you have a unique perspective. But yours is one of many that will inform employees’ understanding of themselves and help to be the basis for effective planning.

Encourage employees to gather feedback from others before sharing your own. It’s not about politeness (e.g., letting the guests get their food first) but about power. You’ve got it and, as a result, your perspective may carry undue weight. When employees come to you with a plate full of feedback from others, they are better able to put your perspective into perspective.

Just remember: ABC

Soliciting and accepting feedback graciously are skills that distinguish successful and effective individuals. Yet, many people have not had the benefit of learning these skills. Your employees are likely among them.

Since the act of opening one’s self up to the opinions of others can be challenging, the agenda for such a discussion should be simple — as straightforward as ABC. Encourage employees to focus on just three things as they gather feedback from others: abilities, blind spots, and conditions.

Abilities

• What are my greatest strengths?
• Which of my skills are most valuable?
• What can you always count on me for?
• What value do I bring?

Blind spots

• What behaviors have you observed that might get in my way?
• How have I fallen short of expectations?
• How might my strengths work against me?
• What one change could I make that would have the greatest positive effect on my success?

Conditions

• In what settings or under what circumstances do I make the greatest contributions?
• Under what conditions have you observed me struggling?
• Do I tend to perform best when working with others or flying solo?
• What factors have you noticed trigger stress or other negative reactions for me?

Work with employees to select a question or two from each category to use as the starting point for feedback conversations with individuals in their career networks.
As you can imagine, live, face-to-face feedback conversations are ideal. But, given today’s distributed workforce, employees may need to resort to virtual means — phone or web-chat. Either way, this sort of real-time interaction can surface valuable information while strengthening relationships.

Greater awareness and stronger relationships support career development. In this way, feedback really does help employees grow where they are, so they won’t go and grow somewhere else. As a bonus, they develop a critical skill that leads to greater success on the job and in life.
And, if you have an online tool that you love, keep using it — in addition to, not instead of, conversation.

Excerpted from the book Help Them Grow or Watch Them Go — Career Conversations Employees Want by Beverly Kaye & Julie Winkle Giulioni, with permission from Berrett Koehler Publishers 2012