For those of us still prone to using terms like “climbing the corporate ladder,” it’s useful to remember that there are many routes to a successful career, and they don’t all go up.

Lateral moves can be an effective and economical way to reward and develop talent, and research suggests that people are more intrigued by the idea than perhaps most managers realize. In a 2016 survey of 2,000 American adults with full-time jobs, conducted for the software firm Cornerstone OnDemand, 89% of respondents said they would consider making a sideways move without getting a raise.

Even better for managers, the survey found that only 27% of the respondents would look to make a lateral leap to a different company; most people (66%) indicated they would prefer to make lateral moves internally.

Read more about the surprisingly effective retention power of lateral career moves.

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5. Make open-source communities your new model for managing teams

The expectation that we manage geographically-distributed teams as closely as we would an in-person team is a relatively new phenomenon. Arguably, it requires a new model for managing people. Luckily, there already is an example of how to manage dispersed communities connected by the internet.

Quartz at Work contributor Cate Huston checked in with Leslie Hawthorn at the open-source technology company Red Hat to find out how open-source software collaboratives come together and stay productive. The managers of these communities offer terrific examples of how to create community, define rules, and explain decisions.

Read more about how open-source community managers approach each of those tasks, and what managers anywhere can learn from them.

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