Category: Leadership
5 Things to Do If Someone You Just Promoted Messes Up
No matter how high our hopes are for a newly promoted manager, things often go remarkably wrong. Sometimes it’s the new manager’s attitude or belief. For instance, I’ve worked with a previously responsible employee who... Continue reading
How to Work with Ambitious Employees When There’s No Growth Opportunity
When you’re lucky enough to employ someone who has the capacity to do superior work and then grow past the job, but you haven’t got an appropriate outlet for them, it can be a challenge... Continue reading
Don’t Get Upset When Your Boss Is Forgetful. Try These Approaches Instead
Leaders always have a lot on their minds, so perhaps they can be forgiven if they occasionally mistake a date or time, or don’t remember asking you to stop or start something. But a pattern... Continue reading
Why You Need to Stop Covering for Your B+ Employees
When you inherit incumbent staff members, you almost never get all grade-A players. But if you wind up with too many people who are stuck at B+ or lower, it can be tough to achieve... Continue reading
Why It’s Unusual to Improve Results with Demands for Transparency
In organizations where employees generally trust their management and each other, you don’t hear many complaints about lack of transparency. But in other places, demands for transparency can take an ugly tone, and even become... Continue reading
How to Manage an Employee Who Cries Easily
This article originally appeared on hbr.org. Most managers feel uncomfortable when employees cry during business conversations. Many of us may recall a time we’ve cried at work, but for some people it’s not a rare... Continue reading
How to Use Stretch Goals to Increase Innovation
Have you ever been asked to define your own stretch goals? They’re still remarkably popular, despite a steady stream of articles and research that debunks the value of this approach altogether. It’s not so much... Continue reading
What to Do If Your Boss Doesn’t Like Someone You Manage
This article originally appeared on hbr.org. At a meeting, a low-level leader thought he was being helpful by pointing out why the CEO’s ideas couldn’t be implemented. The CEO did not find this endearing, and... Continue reading