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Businesses might want to toss the “if it ain’t broke, don’t fix it” mentality into the dustbin when it comes to your employees and how they feel about their jobs.

Why? Because waiting until an employee departs – which is happening in record numbers during the current “Great Resignation” – leaves companies conducting exit interviews, which can lead to valuable insight but are delivered too late to retain the talent.

Instead, employers can conduct “stay interviews” with current employees, which can improve employee retention and stave off unwanted exit interviews.

Part of the enigma of U.S. history is the apparently opposing dynamic forces of American “Rugged Individualism” vs. teamwork.

The authors of “Rugged Individualism: Dead or Alive?” wrote, “Reaching back to the founding, rugged individualism has defined American character and uniqueness. It has been described as the “master assumption” of American political and economic thought. The combination of individual liberty in America’s founding and the frontier spirit provided the rich soil in which it has grown and developed.”

If you have spent any time in a workplace you probably have experienced various levels of feedback from your employer.

Those sit-downs, both formally in scheduled performance reviews and informally when the boss asks you to step into their office, come in all varieties.

Sometimes the feedback can come off as superfluous with an uncaring supervisor quickly checking generic boxes that provide no real insight or help to sharpen your role with the company.

Nearly two years of a global pandemic has wrought economic and emotional turmoil on the average employee, but businesses that focus on improving their workplace culture can counter “The Great Resignation” while boosting overall productivity.

“Corporate culture may be the most important aspect of employee satisfaction. A strong corporate culture can be the differentiator in helping a company barely survive to actively thrive, especially in challenging times.” Matthew Rolnick, vice president of sales at Yaymaker, wrote in Forbes.

And these have been some of the most challenging times for managers in memory with an average of four million Americans resigning each month last year in what has been called “The Great Resignation”.

Employers are increasingly prioritizing employee burnout and their mental health as the COVID-19 pandemic trudges toward the 2-year mark.

“This is a historic time; we’ve never been through anything like this. Our mental health and our physical health are really being taxed,” Darcy Gruttadaro, director of the American Psychiatric Association Foundation’s Center for Workplace Mental Health, told ABC News this summer. “If there was ever a time to raise these issues, it’s now. If you’re experiencing burnout and you’re trying to ignore it, that will eventually catch up with you.”

CNBC reported in September that “how to deal with burnout – and prevent future burnout – is a challenge all businesses are now tasked with as many workers hit 19 months of working from home.”

Even before the COVID-19 pandemic, employee burnout was a growing problem for American businesses with Deloitte finding in a survey that 77 percent of U.S. corporate professionals had experienced burnout at their current job.

Since the coronavirus crisis, employee productivity has been sabotaged by burnout, not just at the executive level, but on all rungs of the company ladder.

One-to-one meetings are more important than ever as many companies continue to guide a workforce that is remote or transitioning to a hybrid model with limited time in the office.

“Distance creates a new set of challenges that leaders must acknowledge and conquer so they can connect with and inspire their people. Maintaining relationships with your people—and strengthening relationships among your people—needs to be a primary objective,” writes William Arruda in Forbes.

It seems that all the business rules changed in 2020 because of the COVID-19 pandemic and that includes employee engagement in the United States.

Despite a shift overnight for many companies to a remote work model, employees reported record-levels of engagement during the year.

The origins of SWOT analysis are murky, but the strategic planning technique first became popularized in the early 1970s by Albert Humphrey at the Stanford Research Institute just as Silicon Valley was incubating into a global tech hotspot.

During these uncertain times of the COVID-19 pandemic we are reminded of former United States Secretary of Defense Donald Rumsfeld’s “known knowns” quote which is popular in corporate strategic planning.

Rumsfeld said: “[A]s we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns — the ones we don’t know we don’t know.”