What kinds of office co-habitation workshops or exercises do you provide at your company?

Do you make accountability easy for work teams, or do you suspect slackers (maybe even the boss!) are going undetected?

Today, many, if not most, companies have been downsized so that departments in which the boss is a participant, rather than just a planner, are much more common. In this kind of arrangement, is it still appropriate and necessary to have one person known as the boss?

Is there a way to train managers to model appropriate, considerate behavior to those working under them? What do you do to encourage mannerly managers?

How does your company ensure all voices—not just the loudest—are heard when new ideas are being generated?

How does your company balance the needs of employees to have a private space in which to think and work with the benefits of collaboration?

What do you think such a day would involve, and what would be the benefit to the company?

Bringing in more empathy, bringing back data from the front lines, jumping into action—that can lead to more creative confidence.

What is your organization’s system for ensuring individual recognition doesn’t slip through the cracks?

It’s crucial for employees at all levels to know and understand their organization’s corporate strategic goals.

When the need arises to keep quiet on a topic or issue in your office, do your employees know how—and understand why it is important to do so?

A skilled manager with the proper training knows how to ask questions that elicit telling responses when checking a job candidate’s references.

The tendency to complicate, rather than simplify, relates to corporate culture, and corporate culture usually begins getting ingrained in new employees as soon as they’re hired.

How do you facilitate continuous learning at your company? The key is to get your employees thinking—and keep their minds engaged in finding ways to make things better for your customers or clients.

What happens when you stumble onto information on social media sites that you’re not legally allowed to ask about during job interviews?

How do you encourage a workforce with differing personalities and work styles, while also ensuring relations between employees are productive and pleasant?

When training is turned into an opportunity to showcase an employee’s abilities, you may be surprised how many quiet go-getters you have on the payroll.

If employees understand that they solely will be judged by the outcome of their labor, rather than the appearance of their labor, there will be a focus shift.

Just as you might guide younger employees on how best to comport themselves in business meetings or negotiations, an older employee might need to be educated about technological advancements.

Companies might want to consider turning one or two their HR employees into the professional version of high school guidance counselors—people you can talk to about professional, and maybe even personal, issues affecting your job.

Training a workforce to adapt to the new digital age isn’t just about teaching employees how to use new technology. It’s also about teaching executives how best to optimize technology to better lead their workforce.

How can trainers help company decision-makers learn the work environment preferences of multigenerational employees, and then come up with needed solutions?

How can trainers make corporate internships programs a learning experience, not just for the intern(s), but for employees, too?

How do you help employees reach the goals department or line-of-business leaders set, and how do you train managers to both assess their own role in meeting goals, as well as how to hold others accountable when things go wrong?