It’s always risky for employees when managers are “too nice” and don’t give clear feedback about expectations, preferences, or necessary improvements. In effect, these managers stand by as employees go off the track rather than... Continue reading
Luckily, some people have a natural instinct for analysis, judgment, calculation of risk, and recovery from error. Some people were well trained, managed, and mentored before they came to work for you. But at every... Continue reading
Organizational life can be confusing, what with changes in job roles or organizational structure, turnover in management or peers, or even the positive circumstance of company growth. But in too many companies, middle managers are... Continue reading
No matter how hard you’re working to give your team a sense of direction or to help them cope with the realities of change, it can be a little draining to see how much more... Continue reading
Declaring the need for change is not enough. And implementing a “change program” may not even be enough to get you the change you want. No matter what changes you’re considering or attempting -- whether... Continue reading
Most employees want to know where their leaders are headed before they’ll follow with energy and enthusiasm. When they can’t tell where you’re going or how you plan to get there, they’ll feel like they’re... Continue reading
Is it really possible to do good work with managers who are unwilling to accept and absorb bad news? What can you do if you’re the subordinate, colleague, or boss of someone who’s avoidant at... Continue reading
In last week’s post, Don’t Threaten Me with the Truth, I suggested that managers make themselves ineffectual when they try to avoid the bad news that is part of all organizational and business life. Executives... Continue reading
On a recent trip through yet another airport, I passed a man whining into his phone: “I cannot take any more bad news! I cannot!” It’s possible that he was having a terrible conversation about... Continue reading
The last few blogs have covered various kinds of typical workplace dramas and their instigators: The eager beaver type who’s “overwhelmed and overreacting;” The intelligent, intense, easily triggered “conspiracy theorist;” The “perfect victim,” who’s always... Continue reading
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