Help! I’m dreading my weekly 1-on-1
I am a manager and an extrovert, but honestly have really struggled with being a people manager through the events of 2020.
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I am a manager and an extrovert, but honestly have really struggled with being a people manager through the events of 2020.
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If you’re not, you’re also probably still wearing actual pants with buttons and a fly while sheltering in place.
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We both spend a lot of time on video calls. They are little portals of embarrassment. In our experience, the only way to lessen the awkwardness of remote meetings is to do them often, but also to acknowledge that they are truly weird and deeply embarrassing so no one feels like they are alone. This is why we created Video Conference Bingo.
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It’s a question we get a lot, especially from readers who aren’t managers: How can I manage up to a disengaged boss? What’s the best way to advocate for myself and for my peers?
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I’ve been intimidated by my interviewees lots of times. I’ve gotten better at it. I can now say, “Here’s what I’m like as a human individual and also as the leader of this team, take it or leave it,” without wanting to throw up or feeling like a fraud.
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I like that this strategy acts as a January re-set, but it’s not overhauling anything, or starting something from scratch, or rebuilding any processes. It’s just a quick recalibration on the basics.
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This week is just about the last week you have to get “ready” for the holiday season. That means capacity planning. (Plus, three bonus rapid-fire questions just in time for Q4.)
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We know that no is important, and that powerful people wield that word to great effect. But a flat-out no — full stop, no compromise — is hard to do without building up your no muscles. Most of us need practice.
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I’m glad my team feels comfortable sharing with me, but as a relatively new manager, I’m not sure how to best support everyone beyond saying, “Let us know what you need.” Is there anything else I can do without crossing boundaries or getting emotionally overwhelmed?
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