Last week I worked with a coaching client who has a technically skilled but interpersonally challenging team member we’ll call “Ermengarde.” She had a reputation for being particularly annoying to some of her teammates, who... Continue reading
Three times in the last nine months, senior executives from different organizations have complained to me that the initiatives they’re interested in aren’t progressing. Of course, it’s a stressful time for everyone, and meetings on... Continue reading
This article originally appeared on Forbes. Leaders don’t have to agree with their team members’ ideas. But when they don’t acknowledge and respect employees’ dignity, “You start to lose people. They shut down, they disengage, they’re not... Continue reading
When a mid-level leader gets promoted, their relationship with their team shifts. The leader may begin to view team members through a new lens and identify who has the capacity to take on their old... Continue reading
In many companies today, both employees and leaders are fearful about the future. It may not be clear which direction to take, how to get there, or how to get the resources you need —... Continue reading
This article originally appeared on Forbes. Lots of organizations today still feel terribly disrupted by the pandemic. Many employees are still working from home, and there’s great confusion over what will happen next and whether we’ll ever... Continue reading
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
Last week, a client remarked, “You know, this may not be over till next summer.” He told me he’d installed a new door to his home office nook because his constant video meetings were disruptive... Continue reading
Not surprisingly, in the last few weeks I’ve been contacted by board and C-level leaders, asking how they can rally and galvanize managers who appear to be buckling under the pressures and disruptions of the... Continue reading
A client and I recently talked about what it takes for a strong, go-to, mid-level manager to develop into a successful senior leader. We listed many kinds of characteristics and experiences, including the need to... Continue reading
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