Category: Harvard Business Review
In HBR: Managing an Underperformer Who Thinks They’re Doing Great
This article originally appeared on hbr.org. Almost every leader has been in the uncomfortable position of managing someone who thinks their performance is terrific when it’s actually just adequate, or worse. In fact, in my... Continue reading
In HBR: Leaders, Are You Feeling the Burden of Pandemic-Related Decisions?
This article originally appeared on hbr.org. It’s hard for many of us to feel in control as the global pandemic drags on. And yet, many business leaders nonetheless feel a tremendous amount of guilt about the... Continue reading
In HBR: 5 Tips for Managing an Underperformer — Remotely
This article originally appeared on hbr.org. While a majority of employers believe that that their employees will return to their workplaces after Covid-19’s impact diminishes, working from home isn’t going to disappear. The reality is that a huge... Continue reading
In HBR: Your Family Business Needs a Deep Bench
This article originally appeared on hbr.org. Whether business is booming or your organization is in the midst of a tough time, a crucial aspect of risk management is ensuring that your organization has bench strength — that employees... Continue reading
In HBR: How to Work with a Leader Who Doesn’t Care About Details
This article originally appeared on hbr.org. It’s not uncommon to work with a leader who has big, creative ideas but doesn’t really understand operations or implementation. These people aren’t interested in hearing the countless details... Continue reading
In HBR: How to Make Your Family Business More Professional
This article originally appeared on hbr.org. Many family businesses take on the distinctive identity, focus, and idiosyncrasies of the family leaders who run them. These norms can be motivating and can create a sense of common... Continue reading
In HBR: How to Manage a Stubborn, Defensive, or Defiant Employee
This article originally appeared on hbr.org. Some of the hardest employees to manage are people who are consistently oppositional. They might actively debate or ignore feedback, refuse to follow instructions they disagree with, or create... Continue reading
In HBR: Managing an Employee Who Wants to Impress You All the Time
This article originally appeared on hbr.org. Every leader knows they shouldn’t play favorites — it can lead to dissatisfaction and discord on a team. There are even some surprising disadvantages for the person who is the... Continue reading