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  "documentTitle": "Everyday Moments of Truth",
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      "text": "Despite the vital nature of these supervisory relationships, however, leaders on the front line are often unsure about the expectations for developing their employees, much less how to provide the level of support and professional development their employees need. It's not uncommon for managers to win promotions because they have functional expertise, rather than strong management or people development skills. Further, financial goals typically give an incentive to midlevel managers to achieve results, with people-related outcomes a distant second priority.",
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      "text": "Previous Bain research has shown the extent to which a direct supervisor can shape an employee's corporate experience. One group of studies suggested that direct supervisors—rather than HR or leadership teams—fundamentally drive employee loyalty and engagement. The correlation is significant: 87% of employees who are “promoters” of their companies also give their direct supervisors high ratings.",
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      "text": "To make meaningful progress on gender parity goals—and indeed to more effectively lead the next-generation workforce—frontline managers must rethink and reinvigorate their efforts in the conference room to catalyze the talent and ambition in their ranks that may otherwise go unappreciated (see Figure 7). At the corporate level, companies must support these efforts by setting expectations that all leaders are responsible for encouraging and developing female talent, and by providing the necessary training or policies to make those expectations a reality.",
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      "text": "Source: Bain & Company",
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