research-drop
Zajonc's research revealed something counterintuitive: we don't like things because we know them. We like them because we've seen them. Remote workers lose influence not from worse work, but from less visibility.
behavior-hack
Most exit interviews ask "why are you leaving?" The better question: "what almost made you leave before?" It surfaces fixable problems instead of post-hoc rationalizations.
research-drop
Harvard researchers found that people value things they helped create 63% more than identical pre-made versions. This changes how you design every employee program.
research-drop
People don't remember experiences as averages. They remember the peak moment and how it ended. This changes everything about how you design employee experiences.
research-drop
Managers account for 70% of the variance in team engagement. Not culture. Not perks. Not mission statements. The person running the weekly standup.
research-drop
Mentions of misalignment in employee feedback rose 149% year over year. The problem isn't engagement. It's that people are engaged in different directions.
research-drop
Teresa Amabile analyzed 12,000 diary entries and found small wins beat everything else for motivation. Not bonuses, not praise, not strategy. Progress on meaningful work wins.
think-piece
Annual engagement surveys tell you what people felt six months ago. By the time you act, the disengaged have already left and the engaged have started questioning. What if the timing is the problem?
behavior-hack
New Year's motivation isn't just psychological folklore. Research shows people are 3x more likely to pursue goals on temporal landmarks. Here's how to capture that energy for your team before it disappears.
think-piece
Your engagement survey isn't measuring engagement. It's measuring how people feel about answering engagement surveys.