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    <title>Element 3 What I Do Best</title>
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      <title>Leading Engagement From the Top</title>
      <description>How does employee engagement move through an organization? Does it begin in the executive suite and move down through managers to frontline workers? Or does it come from all different directions? Gallup researchers set out to tackle these essential leadership questions.</description>
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      <pubDate>Tue, 02 Nov 2010 15:00:00 GMT</pubDate>
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      <title>Exacerbating the Fear of Layoffs</title>
      <description>Employees' anxiety and fears of layoffs have been aggravated by the stormy economic climate of the past two and a half years. Those fears can be worsened in work environments where low trust, poor communication, or unclear expectations prevail.</description>
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      <pubDate>Thu, 28 Oct 2010 15:00:00 GMT</pubDate>
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      <title>Turning Around Employee Turnover</title>
      <description>Companies can reduce costly churn if managers know what to look for. But they usually don’t -- and that's because too many managers think money is at the root of the turnover issue. This article uncovers the real sources of the problem and reveals the reasons most people quit. Find out how to keep good employees from walking out the door.</description>
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      <pubDate>Thu, 08 May 2008 14:45:00 GMT</pubDate>
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      <title>The Third Element of Great Managing</title>
      <description>The ramifications of matching employees to what they naturally do best are profound. So much so that this aspect of work life emerged as one the elements that best predict the performance of an employee or team. The authors of the New York Times bestseller 12: The Elements of Great Managing explain.</description>
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      <pubDate>Thu, 14 Jun 2007 05:00:00 GMT</pubDate>
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      <title>Mastering the Art of Office Politics</title>
      <description>It's widely believed that those who get ahead in office politics must be dupes, stooges, or yes-people. But the reality is quite different. Gallup has found that among the most successful organizations, many people who get ahead are solid performers and highly effective in their roles. What's their secret? They use their innate talents to rise through the ranks -- and to master the politics of their workplaces.</description>
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      <pubDate>Thu, 12 Jan 2006 06:00:00 GMT</pubDate>
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      <title>Wake-Up Call for Thailand, Inc.</title>
      <description>If the Thai government is counting on that country's employees to fuel a vibrant, progressive economy, it should be forewarned that its efforts may remain stuck in neutral. A recent Gallup Employee Engagement Index survey in Thailand revealed that "engaged" employees make up only 12% of the country's employee population.</description>
      <link>http://businessjournal.gallup.com/content/16285/WakeUp-Call-Thailand-Inc.aspx?utm_source=tagrss&amp;utm_medium=rss&amp;utm_campaign=syndication</link>
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      <pubDate>Thu, 12 May 2005 05:00:00 GMT</pubDate>
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      <title>How to Keep Talented Staff</title>
      <description>As more Thai firms try to compete in the global market, they learn that the quality of their people is critical to winning business. Those firms often start by asking "How do we select talented employees?" But a smarter question would be "How can we keep our talented employees?" -- because the financial implications of losing a single talented worker are enormous.</description>
      <link>http://businessjournal.gallup.com/content/1189/How-Keep-Talented-Staff.aspx?utm_source=tagrss&amp;utm_medium=rss&amp;utm_campaign=syndication</link>
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      <pubDate>Thu, 11 Sep 2003 05:00:00 GMT</pubDate>
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      <title>Leadership Discussion Questions</title>
      <description>Corporate leaders should consider critical human-capital matters in their leadership actions and discussions every day. The 100+ Leadership Discussion questions will help corporate leaders jump-start these discussions in their companies. The questions address four broad areas of Gallup Path Management: Leadership, Finance, Strategy, and Workplace.</description>
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      <pubDate>Mon, 23 Sep 2002 05:00:00 GMT</pubDate>
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      <title>I Believe You Can Fly</title>
      <description>Managers and companies buy into the notion that "believing is achieving." But this false assumption produces disappointment and failure at work. So how does a company increase each person's performance? How do managers get employees to soar in the roles to which they are assigned?</description>
      <link>http://businessjournal.gallup.com/content/373/Believe-Can-Fly.aspx?utm_source=tagrss&amp;utm_medium=rss&amp;utm_campaign=syndication</link>
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      <pubDate>Mon, 20 May 2002 05:00:00 GMT</pubDate>
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      <title>A Passion for Work</title>
      <description>Passion in the workplace drives a relentless desire to help and please, an audacious goal that motivates, a hunger for excellence that's insatiable. But every day, too many people spend more than half their waking hours doing work for which they feel no passion. Here are some strategies to help you  -- and your employees -- bring passion to work.</description>
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      <pubDate>Mon, 18 Feb 2002 06:00:00 GMT</pubDate>
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