Two employees you value don’t get along. In the same room, they bristle. Whether their discord is muffled or conspicuous—whether it is a personality clash or a darker force—everyone is uneasy.

When someone says I don’t like my job, there’s little hope of retaining that employee, right? “Not necessarily”, says Edward Muzio, CEO of Group Harmonics and a prominent specialist in employee retention.

For some time now Dr Lisa Martin, Animal Laboratory Facility Director, State University of New York at Buffalo, has been building and nurturing close working relationships among facility personnel and their clients.

Management pundits offer quick fixes, but we know better: reducing employee turnover requires a long-term investment in engagement.

Multicultural experience, candid conversation, collaboration and an eye for beauty are among the forces for greatness at two of Europe’s winning companies.

The Great Place to Work Institute holds as its core belief that trust-based relationships are at the heart of every great workplace. Trust strengthens as employees feel increasingly respected, proud, and confident that management will be fair and just in their relationships and decisions.

People are happier at work when they can be themselves. That means the enterprise takes account of both emotion and intellect when setting policy, and employees can be transparent rather than political.

In light of common coding, it becomes clear that you could become the most powerful influence on how employees learn, understand, feel about, and do their jobs.

It seems that leadership comes naturally to very few and executive programs rarely instill it, which isn’t surprising because leadership is innate—more a talent than a skill and certainly not a tick list.

In conversations about biomedical research at your facility, you can influence a positive view by reporting results as good science.