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Some people have the personality to work remotely. These remote personalities are hard-charging go-getters with a self-motivated mindset. They’re fine working with fewer rules and more all-nighters. And they’re not fazed by the isolation, diminished emotional and administrative support, or the reduced collaboration and recognition of remote work.
One of the biggest problems that occurs between bosses and employees is a mismatch in their communication styles. When you speak and the boss doesn’t hear you, or vice versa, it can greatly hurt your chances of career success. 
Emotional intelligence predicts people’s ability to regulate themselves, manage other people, and achieve success. Research shows a link between emotional intelligence and career success. Not everyone is born with it, but unlike IQ, emotional intelligence can be acquired and improved with practice.
Around nine out of ten managers have avoided giving constructive feedback to their employees for fear of the employees reacting poorly. Well, is it any wonder that an employee would react badly to getting constructive feedback when less than half of them know if they’re doing a good job? 
Last week a newly-hired manager sent me this note about how he was able to connect with his new employees, even though they were bitter and cynical because of their previous leaders (who were awful). I’m sharing this letter because it shows you how employee retention can sometimes be a simple task, if you’re willing to exert just a little bit of personal energy, attention and time.
Change is hard. Whether you’re facing a big change like reinventing a business model or something simple like the day paychecks come out, change is difficult. One study found that 70% of change efforts fail. Big or small, change efforts seem to run into the same brick walls over and over again. By understanding the basic phases of change and the psychological state of your employees, you can prepare your culture for change and avoid common pitfalls of failed change efforts.
The key to successful change management is getting people to let go of the status quo and reach for something bigger and better. If you ask top executives, this should be pretty easy because right now only 37% of them say that people generally like to remain in the status quo. 
When a candidate enters the room to interview, it signals a shift from recruiting: attracting them to the organization, to interviewing: conducting a diagnosis of skills and attitudes to see if they’re a fit for the organization. But one of the biggest mistakes hiring managers make is missing that signal and continuing to recruit when they should be interviewing.
No one likes getting tough feedback from the boss, but it’s often necessary to grow and develop on the job. Your company doesn’t want to hire folks who can’t constructively receive constructive criticism. You want people who can bounce back in a positive manner. 
Teamwork. It means something different in every organization, which means you need an interview question that effectively assesses whether or not a candidate is a fit for your unique definition of team.
Here are some examples of commonly asked interview questions that don’t work:
