Knowledge Base of Practices
Catalog of practices and connection to platform recommendations.
Cards can be filtered by theme and applicability level.
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Published management practices related to themes and recommendations.
360-degree feedback gathers observations from the manager, peers, direct reports, and the employee themselves to turn recurring signals into a development plan.
Active listening helps discussion participants first understand the speaker's meaning and emotions, and only then debate, evaluate, or propose solutions.
An anonymous idea board gives employees a safe channel for suggestions, questions, and problem reports, provided the organization responds to them regularly.
The framework helps to break down a work conflict step by step: separate facts from judgments, identify the parties' needs, choose a solution, and document agreements.
Consent helps make decisions when participants have no reasoned objections about harm to the objective, without the lengthy pursuit of full consensus.
Regularly gathering and analyzing employee reactions to change helps spot resistance, refine decisions, and show that opinions truly influence the course.
Leaders openly acknowledge mistakes, lack of knowledge, and the need for assistance, making it easier for employees to raise questions, concerns, and risks without fear of judgment.
This training helps employees recognize biases, respectfully discuss differences, and consider the voices of those who are typically overlooked.
A premortem helps the team safely name possible reasons for failure before a project starts and reduce the risks of the decision in advance.
Short, regular surveys help you spot turnover risks early, understand the sources of tension, and choose targeted actions to retain employees.
Short anonymous surveys show where people do not feel safe speaking about risks, mistakes, and disagreement, and help management choose specific actions.
A recognition wall helps people regularly notice colleagues’ contributions and make appreciation visible in the team’s or organization’s work environment.
The Round Robin process provides each participant with equal time to speak, ensuring that the team hears quieter opinions and prevents the discussion from being dominated by the most vocal individuals.
Skip-level meetings provide employees with regular contact with their next-level manager, so they can catch management issues and signals from the ground sooner.