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Managing to Make a Difference by Larry Sternberg

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Chapter 22Don't Sit on Good People

As a manager, you may find it most difficult to meet people's needs when doing so could have a significant negative impact on you. Here is an example of what that might sound like: “I know he wants a promotion, but he's doing such a great job where he is, I need him to stay in that role.” Whether you have said it yourself or heard another manager voice it, this kind of attitude and action from a manager has the potential to kill engagement in the people you want to retain most, your best and brightest. Here is a cautionary tale:

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