Self-Determination Theory (SDT) is a framework for understanding human motivation and personality development. People have three basic psychological needs: autonomy, competence, and relatedness.

The central part of the manager’s job is people development. When you take on the mindset of a trainer instead of a manager delegating work, you will have created a team of trusted associates who can step in and help when you are overwhelmed or out of the office.

Change is hard, but for most people at some point necessary. People will need support with this process. They’ll need a coach.If you’re a manager, your most important job is to help those around you reach their greatest potential.

Compared with people at low-trust companies, people at high-trust companies report: 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, 40% less burnout.

Managers must once again become genuinely human: to love learning and teaching, to liberate and innovate, to involve others in the process of imaginative thinking and to challenge everyone around them to create a better business and world.

Companies invest considerable money and time in the development of talent, but without the up-to-date work to ensure that leaders build a learning culture. Frontline managers have the greatest and most immediate impact.

One of the challenges every manager face it’s how to be a high-standards, results-driven leader while at the same time to build an engaged team with close, personal friendships. Evidence shows that leaders possessing six powerful skills perform at a much higher level.

Burnout has become “just part of the job” for many workers. This can trigger a downward spiral in individual and organizational performance. If you don’t address the causes of employee burnout in your organization, you won’t

People have 5 fundamental human needs: the need to be heard, to feel like they are part of a team, to know they matter, to contribute meaningfully and to learn and grow. How employees feel about their job is largely on the manager’s shoulders.

Gallup has found that millennials struggle to find good jobs that engage them. Only 29% of employed millennials are engaged at work and more than half say they’re currently looking for a new job.