Exit Interviews

53,000 people leave churches every week and never come back. Curious, William Hendricks interviewed many of these people and discovered that a craving for spirituality leads many outside the established churches.

When David Westin became president of ABC News in March 1997, the division was treading water. "It looked like all the really important news was behind us," he writes. Hardly. For the next thirteen years, Westin would preside over ABC News during some of the most important and perplexing events in its history: • President Clinton's impeachment • The tied 2000 presidential election • The 9/11 attacks • Conflicts in Iraq and Afghanistan • The swift boat smear campaign against Senator John Kerry Exit Interview is a behind-the-scenes look at Westin's tenure and the major news that marked it. He takes us inside the chaos of the newsroom—alongside major players such as Peter Jennings, Barbara Walters, Diane Sawyer, and Bob Woodruff—where what looks clear and certain from the outside is often mired in conflict and urgency. Neither an apologia nor a critique, the book charts the ups and downs of fourteen formative years in network news, addressing basic questions about how our news is reported, from the point of view of someone who was there. With milestones from the recent past, Westin explores the uncertainty inherent in his job, and its central question: Is it possible for journalists to be both good at their jobs and people of good moral character?

Staff turnover is a key issue for HR executives. It costs your organisation money and time. Stephen Taylor looks at the causes of staff turnover and the most effective ways of measuring, costing, predicting and preventing it. With six detailed case studies covering retailers, graduates, engineers, professional services, call centres and the police, this book offers you effective approaches to solve your retention issues.

This book is open access under a CC BY-NC 3.0 IGO license. This book comprehensively covers topics in knowledge management and competence in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, as well as knowledge capture and storage. Presented in accessible “chunks,” it includes more than 120 topics that are essential to high-performance organizations. The extensive use of quotes by respected experts juxtaposed with relevant research to counterpoint or lend weight to key concepts; “cheat sheets” that simplify access and reference to individual articles; as well as the grouping of many of these topics under recurrent themes make this book unique. In addition, it provides scalable tried-and-tested tools, method and approaches for improved organizational effectiveness. The research included is particularly useful to knowledge workers engaged in executive leadership; research, analysis and advice; and corporate management and administration. It is a valuable resource for those working in the public, private and third sectors, both in industrialized and developing countries.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together

About the Book My Exit Interview provides an alternative that completely changes the sales process, creates a sales team concept, makes everyone an owner, and all employees benefit as profits improve. The employees are stakeholders, physically engaged in their work, and no longer Quietly Quitting. They have a job to do so they do not let the team down! The Quietly Quitting employees were sending a message to companies. Their work environment was not right for them. Was it the quitters, did something need to change, or was it a toxic workplace? The arrogant leadership teams turn a blind eye. Actually, they are not leaders, but rather managers that were promoted into leadership roles. Were they the right person for the job? True leadership will reevaluate the process and take everything under advisement. My Exit Interview is for all employees. Jim Weaver’s new sales protocol is not a radical change, but rather a long overdue common sense approach supported by over forty years of sales experience. There are hundreds of books on tinkering with self-improvement and adjusting the current sales process. This book offers a completely new way of interfacing with the customer while building teams of employees dedicated to the success of their company! About the Author Jim Weaver was born in Martinsville, Virginia. He graduated from high school there in 1977. He then attended Hampden-Sydney College and graduated in 1981. His first job was in textiles, and in 1983, he was moved into the field sales department. He remained in sales and held various sales positions with different employers. In 1991, he moved into medical device sales. He remained in that field until his retirement in October of 2022. After forty years of following the same sales protocol, Weaver decided to voice his opinion and offer an alternative. If you are interested in Jim’s consulting services, reach out to him at [email protected].

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