Two hours into the flight, after finishing all the chit-chat about where we were coming from and going to, my seatmate asked me about the book that I'd mentioned I was writing.
I began with a question, although I didn't expect him to answer it. The answer was the reason this book was written.
“Why have 75 years of scientific inquiry and approximately two centuries of modern management experience made so little difference in the behavior of so many bosses? After all, the tactics for improving employees' sense of unity with the companies for which they work are no secret. In fact, even if there were no evidence or experience, common sense would probably be a pretty good guide to boss behaviors that help and hinder the growth of employees' ...