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What should you do if you’re a skip-level manager who’s receiving complaints from your report’s report (people two levels down) that their manager is too demanding, unreasonable and is causing them stress?  A common problem – handling the behaviour of more junior leaders who are upsetting their team members. How do you step in without […]

What should you do if you are new to a role but rather than getting the managerial support you need, your manager keeps cancelling your 1:1s, or making changes to your project assignments?  Well, first up, to provide some reassurance: if you’re new to a role it’s reasonable to want some time with your manager

Organisational changes are commonplace in most companies at one point or another. Despite this, the structural changes it brings can be difficult to navigate. I heard from a mid-level leader recently who, following global organisational changes, no longer reports to a senior manager but instead directly to the General Manager. While this move increased the

I speak to many leaders that, since Covid, have outlying individuals in their team who aren’t pulling their weight in client-facing work. Many cite the time at home as having given space for reflection and an easing of pace. They’ve come back less excited by their customer-facing work and not willing to give their all.

As a young leader, you’re often required to manage people who are a lot older than you, sometimes even 20+ years. These team members may meet you with a reluctance to take direction or guidance, and you may even (wrongly) be seen as less experienced. They can be difficult to manage and it can lead

Oftentimes, in order to get a senior leadership position in a line of work, there is a need to be seen as a thought leader. Enhancing your thought leadership enables you to grow your gravitas, increase your confidence in your own ability, and often provides a data point that can be used to highlight your

I often speak to managers that are trying their hardest to make the onboarding process smooth and efficient for new starters on their team. They’re met with frustration when their efforts are thwarted for reasons outside their control. E.g. senior management, IT, or other teams haven’t set-up the required tools/systems for the new starter’s first

In a post-Covid world, many of us are still working remotely, or have adopted a hybrid working model. But managing a team in this dynamic can be tricky – it may be more difficult to get to know your team members, or get involved in new projects. So how do you improve your visibility as

Working for a narcissistic boss can be awfully difficult. They may be self-centred, egotistic or chauvinistic (or worse, all three!), which makes any working relationship hard to navigate. But what do you do when you enjoy your job, despite having to deal with this kind of leader – Is it possible to find a solution