You have had a tough day at work. Your presentation did not go well; your boss harshly critiqued your performance; a colleague was promoted to a position you had hoped to fill; and, on top of it all, some of your coworkers planned to go out after work and you were not invited.
Giving feedback to your employees, particularly when their performances fall short of expectations, is one of the most critical roles you play as a manager. For most people, it’s also one of the most dreaded.
Times of transformation — whether by design or due to a crisis — will test an organization’s resilience, confidence and culture.
Congratulations—you’ve been asked to lead a change initiative! But there’s a catch—its success hinges on the cooperation of several people across your organization over whom you have no formal authority.
Fearless public speaking is about more than combating nerves. It’s about knowing the technique, the art, and the business of public speaking.
Among the tests of a leader, few are more challenging—and more painful—than recovering from a career catastrophe, whether it is caused by natural disaster, illness, misconduct, slipups, or unjust conspiratorial overthrow.
What happens when you take a team of people from a range of backgrounds and skillsets and ask them to perform a challenging task on a tight deadline? Often, conflicts arise.
A little over a year ago, a high-performing specialist at one of the largest technologies companies — we’ll call him Santiago — was given an opportunity no high performer could turn down: an opportunity to play a manager role on a project he really cared about