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Managing people from 5 generations
Harvard Business Review
For the first time in history, five generations will soon be working side by side. But whether this multigenerational workplace feels happy and productive or challenging and stressful is, in large part, up to you: the boss. How should you relate to employees of different age groups? How do you motivate someone much older or much younger than you? And finally: What can you do to encourage employees of different generations to share their knowledge?
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Is a dress code needed for exceptional job performance?
TLNT
Achievement is everyone's top priority. If performance and formal dress were mutually exclusive, everyone would choose success. Historically, though, the assumption is just the opposite — you have to dress for success.
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Is it lonely at the top? The victimization of high performers
I/O at Work
High performers are defined as the group of talented employees that typically increase both team and organizational performance. Past research has shown they are likely to be victimized in the workplace by other organizational members. A new study attempts to explain the victimization of high performers by examining the role of envy and work group identification.
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Collaboration tools: Making location moot
Federal Computer Week
Government employees have a variety of tools to facilitate collaboration with their colleagues — whether they are pursuing scientific research or gathering requirements for a new piece of software. The options range from consumer-grade tools for sharing files and free audio conferencing services to products that offer higher levels of security or support more structured forms of collaboration.
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How to practice the MOST human thing
Switch & Shift
Great workplace environments have many common characteristics. But almost all of them come back to the same common denominator: respect. Great colleagues and business leaders treat people with respect. Period. Full stop.
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Ask your team a 3,000 year-old question
Management-Issues
How many times have you settled into a team meeting or a conversation with a longtime colleague and thought, "Here we go again, the same old thing"? We shut down, because we are getting exactly what we expect to get. The same things are said, in the same way, with the same lack of results. The answer to this may be surprisingly simple and surprisingly old. Very old indeed.
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ISPI Performance Digest
Colby Horton, Executive Vice President of Publishing, 469.420.2601
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Valerie Hunt, Assistant Executive Editor, 469.420.2690   
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.

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