This article originally appeared on Forbes. It’s terribly hard for most people to raise crucial disagreements at work, even though staying silent can mean we miss production deadlines, misunderstand customers’ requirements and stifle creativity because no one... Continue reading
This article originally appeared on Forbes. HR leaders have a tough job: They have to make and enforce rules that protect the organization, while simultaneously supporting employees as people. These responsibilities can often be in conflict,... Continue reading
This article originally appeared on The European Financial Review. Boards and executive teams may lament the lack of a succession plan for the business, but struggle to find the time or approaches that will ensure... Continue reading
This article originally appeared on Entrepreneur.com. A common refrain I hear from business leaders is, “We hire them, we train them and then they leave!” Those leaders are referring to millennials, who have been a management... Continue reading
This article originally appeared on hbr.org. Sometimes it happens that a candidate who had the right credentials, seemed to fly through the interview process, and had lovely references turns out to be an unexpected problem... Continue reading
Are you doing thoughtful exit interviews with all levels of departing employees? The exit interview is one of few concrete opportunities to learn what makes someone comfortable to work in your organization — or not... Continue reading
Too often, I hear leaders and staff in all kinds of organizations express a lack of confidence in their human resources departments. For many senior executives, this lack of confidence is actually a lack of... Continue reading
I’m very lucky to experience much less disagreement or outright conflict on the job than most people. Although my clients’ views may differ from mine in many ways, it’s implicit in our relationship that we’re... Continue reading
Let’s talk about “radical candor” now, before it gets too popular. Radical candor, also known as “front-stabbing,” is the management “secret” of former Google director Kim Scott. This direct form of critique is meant to... Continue reading
Not everyone wants to be a manager or should be one. Lots of people are more comfortable as subject matter experts, sole contributors, or administrators than as implementers. Not everyone needs multiple promotions to feel... Continue reading
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