Not every leader is a born interviewer. In fact, many a leader will admit they perform well in their own interview for a new position, but are not so good at identifying their own ideal candidates. A bad hire is expensive. A bad fit is costly to the morale of existing top performers. A candidate who
Yes, IT happens. Equipment breaks. Computers go down. Power fails and floods are real. This week IT happened and water flooded the office. But what does a leader do when that kind of upheaval, disruption, and change occurs in any environment? In dire cases, there is no time for panic or emotions other
New leaders fear making this major mistake, but most leaders will tell you making a bad hire was a lesson from which they learned the most. In fact, lessons leaders share they’ve learned populated this post. But making a bad hire is different than placing the wrong person in a new promotion. This
Everyone has room to improve and could get better, but leaders with top performers often leave them alone to fend for themselves. After all no news is good news and what is there to improve when one’s performance is in the top ten percentage? So much time must be spent with those who aren’t
Employees aren’t listening. Bosses are meddling. Product lines keep changing and someone just heard there’s plans for office space rearranging. Double and triple booked meetings prevent time to lead anything with any real meaning. And of yes, then there’s supposed to be time for employee development?