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John R. Stoker

John R. Stoker is the author of “Overcoming Fake Talk” and the president of DialogueWORKS, Inc. His organization helps clients and their teams improve leadership engagement in order to achieve superior results. He is an expert in the fields of leadership, change, dialogue, critical thinking, conflict resolution and emotional intelligence, and has worked and spoken to such companies as Cox Communications, Lockheed Martin, Honeywell and AbbVie. Connect with him on FacebookLinkedIn, or Twitter.

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Managers, here's your guide to effective feedback
Managers, here's your guide to effective feedback

Feedback takes work and preparation. Here's a guide for managers to be better leaders and listeners.

Do people trust you? Advice for building trust and inspiring confidence
Do people trust you? Advice for building trust and inspiring confidence

Every relationship has its own level of trust. Knowing where you stand can help you build trust going forward.

Are your expectations getting the best of you?
Are your expectations getting the best of you?

Expectations are often not met because we make assumptions instead of paying attention.

12 ways to destroy employee engagement
12 ways to destroy employee engagement

What are the behaviors that disengage employees? What if you did the opposite?

Are you a boss or a leader? These characteristics will strengthen your leadership skills
Are you a boss or a leader? These characteristics will strengthen your leadership skills

Strong leaders are approachable, will listen and aren't afraid to make decisions. Learn more about what separates leaders from bosses.

Remote work
Remote work

Here are 10 tips that can help you be more effective in your communication with others, especially when you’re not able to interact in person.

Leadership
Leadership

Here are 10 questions for taking a hard look at your own leadership and development.

EQ
EQ

Your success depends on intelligence, yes, but more the emotional kind that you might be neglecting.

Leadership
Leadership

You may think you are too busy to notice other people, but being oblivious to others will undermine your credibility as a person and a leader.

Boss
Boss

Take a hard look at your leadership behaviors and see where you might be hurting yourself and others.