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A company can have capable managers and still overlook them. A single image of the “right leader” narrows the talent pool

The ability to lead people does not have to be associated with the most visible presence, the…

Neurodivergent managers often remain invisible to the company. The conventional leadership model increases their costs

Research involving 416 leaders in the US and UK shows that 41 percent of neurodivergent…

Chipotle adds a step between employee and manager. Future leaders are expected to learn directly on the job

Flattening corporate hierarchies is not the only route to more efficient management. Chipotle is…

The best employee can become a weak point for the company if all decisions gradually start passing through them

An exceptional employee often receives more and more problems precisely because they can solve them…

Poor managers often emerge not from a lack of ability, but from flawed selection and preparation

An excellent specialist does not automatically become a good manager after promotion. Companies…

Annual performance reviews are giving way to continuous feedback tied to concrete next steps

A review in which an employee receives a summary verdict once a year has a fundamental weakness:…

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…

Performance reviews should not surprise employees once a year; feedback must be part of normal work

An annual review often summarizes problems long after they could have been corrected easily. A more…

Four forms of work flexibility that your subordinates will truly appreciate

Do you want satisfied and productive subordinates? Then you must offer them appropriate working…

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