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Empathy does not mean softening bad news until the employee no longer understands what the manager is actually saying

An effort to protect the relationship can lead a manager to vague feedback that deprives the…

A manager whom nobody dares to laugh at loses information. Humor can function as a check on power

Humor in leadership is not merely a way to lighten a meeting. The ability to laugh at one’s own…

Employees do not want promises that AI will threaten no one. Leadership should say precisely what it knows and what it does not yet know

Uncertainty around AI cannot be removed by a presentation about productivity or a promise that every…

Avoiding conflict preserves calm only in the short term. Over time, it raises costs and weakens trust in the manager

A manager may postpone an uncomfortable conversation in an effort to preserve good relationships.…

A manager who lets AI write everyday communication can save time while weakening their own credibility

AI can quickly prepare an email, announcement or feedback. For a manager, however, communication is…

A well-managed conflict can strengthen a team. But the manager must first uncover the concerns hidden behind the arguments

A dispute in a team does not necessarily mean that collaboration has failed. It often exposes…

Four habits of good leaders: listen, protect focus, use technology well and demand performance

Artificial intelligence speeds up administration and information processing, but it does not solve…

Hybrid work does not reduce engagement by itself; the problem is often rules designed for the traditional office

Hybrid employees combine work and personal responsibilities differently from people in a traditional…

Frontline managers need fewer broad visions and more clear rules, feedback and time for people

Frontline managers are expected to absorb demands from senior leadership, solve operational problems…

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