• LinkedIn
  • YouTube
  • Twitter
  • Facebook
  • Google+

"Z"

Q. I just entered my sixties, and I really feel a distance building between myself and the younger generations. Should I feel ridiculous about wanting to look and act younger, just so I feel like I’m more relevant to the staff around me?

{ 0 comments }

Q. Now that I’m in a position of influence, I’m really trying to promote a more ethical workplace. What are the best ways to make my point about the way we intend to operate?

{ 0 comments }

Q. My efforts to motivate people are not doing so great, and I have a feeling what would work better is a bit of showy exuberance, or a fiery display of some kind to break the calm around here. How can something like this backfire?

{ 0 comments }

Q. I don’t have time for ramblers who fail to edit themselves. How do I express to someone that the clock is ticking on my attention span?

{ 0 comments }

Q: We had a superstar here who quit because she couldn’t take the C-suite’s bad decision-making anymore. Now since I’m fairly high up the ladder, several people are asking me what happened. How much honesty can I afford here?

{ 0 comments }

Q. I’m quite well paid and it’s obvious to everyone at my company. But I’m in charge of motivating a lot of very low-paid employees. I’m not sensing their trust—I think the income disparity is a real problem. What do you recommend?

{ 0 comments }

When the trust is gone

by "Z" on February 16, 2018 3:00pm

in Leaders & Managers, People Management

Q. I’ve lost trust in one of my employees. He’s acted in ways that make me think he’s unreliable and possibly a liar. But he’s technically very good at his job and I’d prefer not to lose him. Is it possible to have someone on your team who’s proficient at his work, but untrustworthy? I mean, everyone lies sometimes, right?

{ 0 comments }

Q. Our organization is merging with another organization in a few months. I’m on the integration team, and my counterpart at the other organization is starting to boss me around. Any tips on how to assert myself without ratcheting up the tension?

{ 0 comments }

Q. The nature of our business is up and down. All the volatility makes it fun for me, but some members of our team aren’t very good at handling the uncertainty. They get frazzled and don’t deal well with sudden lulls and surges in activity. Are there ways to help people take volatility in stride?

{ 0 comments }

Q. One of my employees is paranoid. He talks about how the company spies on everyone, uses hidden cameras in the restroom, eavesdrops on us, monitors our online usage, etc. I keep assuring him he’s full of it, but he replies, “You’re just a supervisor. This is above your pay grade.” How can I convince him to stop all the nonsense?

{ 0 comments }

My boss, the hypocrite

by "Z" on December 20, 2017 3:00pm

in Leaders & Managers, Leadership Skills

Q: Our CEO is always telling us to be more open about our failures. He wants us to innovate, and he knows that means some botched experiments. But the few of us who have taken high-profile risks have not been lauded; in fact, he’s privately (and publicly) shamed and embarrassed us. Is there a polite way to call someone a hypocrite?

{ 0 comments }

Q: I’m 56 and I recently hired a 28-year-old. He was about to send out a press release, but I happened to see it first and fixed a sloppy mistake. All he said was, “Good catch.” No apology, no acknowledgement of his error. Overall, he’s a good worker. But if he’s unwilling to take responsibility for his work, how can I supervise him effectively?

{ 0 comments }

Q. I volunteered to serve on a committee to boost my visibility here. But I keep getting assigned time-consuming projects on top of my normal job. The projects aren’t very interesting, and it feels like the committee chair is just dumping chores on my lap. Should I quit this stupid committee?

{ 0 comments }

Q. For years, I reported to the CEO. But the company brought in someone just below the CEO level, so now I report to this new manager who’s terrible. I rely on my new boss to get a sense of the CEO’s priorities, but after he comes out of meetings with the CEO, he’s vague about what’s next. Plus, he takes credit for my ideas. How would you handle this?

{ 0 comments }

Q: When we’re up against a crunch deadline, our CEO tries to bolster our confidence by giving us a T-shirt with “YGT” on it. It stands for “You Got This.” I don’t need to be told I can tackle a tough challenge. I do need better support—more resources, more time, more cooperation from the CEO. Can I rip up my shirt?

{ 0 comments }

Q. I work closely with the owner of a consulting firm. He’ll only let people ask a question, not explain what’s going on. He says that’s just his personality (he says he’s a “D” and an “I”) and his style is normal for his personality type. It’s driving me crazy. What good is it to have me here if I can’t provide information on the status of projects or situations?

{ 0 comments }

Q: My boss says, “Be more transparent in your communication.” But I don’t talk about people behind their back. I don’t speak in code—I use plain English. I’m a straight shooter, and I’m not afraid to tell people the truth. Isn’t that transparent?

{ 0 comments }

Q. I manage people much older than me (I’m 29). They really do know more than me, and they have much deeper industry experience than me. I’ve told them that—and that I don’t have all the answers. But when I say that, they laugh derisively. How can I defer to them without coming across as a softie?

{ 0 comments }

Q. I’m amazed by the demands my employees make. It never stops. They want to work from home. They want more time off (one guy requested a three-month sabbatical!). I never expected being a supervisor would require fending off constant outlandish requests. What can I do?

{ 1 comment }

Q. I’ve been a midmanager here for 10 years. Recently, I got a new boss who’s decades younger than me, and I’m suddenly an outcast. I’ve been treated terribly by this person, even though I’ve been supportive and made his job easier. When I asked what gives, he said, “You have to prove your relevance to me.” Outrageous!

{ 0 comments }

Page 1 of 3123