What's New 
Know when to decide yourself versus involve the team
Some decisions need team input; others don’t. Involving people when you shouldn’t wastes time and creates confusion. Deciding alone when you shouldn’t excludes valuable perspectives and undermines buy-in. Calibrating decision-making approach requires assessing each situation deliberately. Consider who has the relevant information If you have everything needed to make a good decision, involvement may be... View Article
Make your accomplishments visible without bragging
Your work speaks for itself—except when it doesn’t. Good work often goes unnoticed, especially for people uncomfortable with self-promotion. Meanwhile, others who are less effective but more visible get the recognition and opportunities. Making accomplishments visible without becoming obnoxious requires strategic communication. Reframe visibility as information sharing Letting stakeholders know about your work isn’t bragging—it’s... View Article
Hire for potential when you can’t find experience
You need someone with specific experience, but those candidates don’t exist—or you can’t afford them. You’re seeing candidates who could potentially develop into what you need, but they’re not there yet. Hiring for potential is riskier than hiring proven performers, but sometimes it’s the right choice. Define what potential looks like “Potential” is vague. Get... View Article
Turn around a struggling team you just inherited
Your new team is underperforming. Deadlines slip, quality varies, morale seems low. You didn’t create these problems, but they’re now yours to fix—while building relationships with people you’re still getting to know. Turning around a struggling team requires diagnosis before action and quick wins alongside deeper changes. Listen before you prescribe Resist the urge to... View Article
Handle the employee who quits before you can address problems
You were about to have a serious conversation about their performance—and then they resigned. Maybe they sensed what was coming; maybe it’s coincidence. Either way, you’re now managing an exit instead of a correction. This situation requires balancing relief with professionalism and extracting whatever learning you can. Accept the gift gracefully A resignation that preempts... View Article
Tools 
The EmployeeProblem Solver
This convenient resource helps you figure out the best way to handle more than 160 common situations so they don't turn into long-term managerial headaches.
Manager's TrainingLibrary
Keep on top of vital issues and improve your interactions with subordinates with a wide range of printable training guides.
MultimediaTraining
Learn the easy way with a trove of video and audio recordings exclusive to the issues you face.
