You’ve got a team of high performers who know what they’re doing and have the results to match. These are the people you count on—the ones who hit deadlines, solve problems, and drive success. But lately, something’s off. They’re still doing a good job, but… The attention to detail you could count on isn’t there. Results have dropped. You had to remind them to get that basic task done—again.

What’s going on? Should you intervene? Are they distracted, disengaged, or worse—burned out? How do you address the situation without coming across like a nag or micromanaging babysitter?

It’s normal for even your best people to experience periods of decreased performance. The good news is that with a collaborative approach, you can address the issue, help them get back on track, and strengthen your relationship.

Let’s look at why your high performer’s results might dip, and the practical steps you can take to help them course-correct without undermining their autonomy.

Why High Performers Hit a Slump

First, it’s critical to understand that a decline in performance isn’t always a sign of laziness, disengagement, or incompetence. High performers aren’t immune to challenges, and their slumps often have specific root causes:

Burnout from Overwork

High performers often take on more than their share of the load (be careful to avoid punishing strong performers by over-relying on their ability). Over time, this relentless pace can lead to burnout, diminishing their energy, creativity, and focus.

Unclear Priorities

Times of rapid change can muddy your top performers’ usual clarity. When everything feels urgent and important, even your best team members can lose focus on what matters most.

External Stressors

Personal issues—like family challenges, health concerns, or financial stress—can spill over into their work life.

Boredom or Lack of Challenge

High performers thrive on growth and new challenges. If their work has become repetitive or lacks a sense of progress, their motivation can wane—especially when they feel that the “basics” are little more than busy work.

Lack of Recognition

Even the most internally motivated people need to feel valued. If they feel taken for granted, they may disengage.

Hidden Barriers

Sometimes, a decline in performance isn’t about motivation or effort—it’s about obstacles they don’t have the tools or authority to remove.

Practical Steps to Address the Slump

Now that we’ve looked at reasons for the downturn, here’s how to address the situation in a way that supports your top performers and helps them find reclaim their mojo.

1. Start with Curiosity

Whatever is happening, you don’t have all the information. It’s time to get curious and learn what’s really going on. Begin with a one-on-one conversation, but frame it as an opportunity to connect, not a reprimand.

Try saying something like: “I’ve noticed a shift in [specific result or behavior]. I know you’re capable of incredible work, so I wanted to check in. Is everything okay? How can I support you?”

This approach keeps the conversation collaborative and shows you care about them, not just their results.

2. Invest in Clarity: Revisit Priorities

Sometimes, a dip in performance happens because high performers are trying to do too much. Help them clarify what’s most important right now.

You can make this a collaborative conversation by asking:

• “What’s taking most of your time and energy?”
• “What feels like it’s pulling you away from your major priorities?”
• “How can we adjust your workload or expectations to ensure you focus your energy where it matters most?”

These questions help them reset their focus while empowering them to take ownership of their time and tasks.

3. Address Burnout Head-On

If you suspect burnout, acknowledge it directly. Your high performers may not realize they’re running on empty—or worse, they might feel guilty about admitting it.

For example: “You’ve been carrying a lot recently. I wonder if you’ve had a chance to rest and recharge. What do you need to bring your best self to work?”

You might need to adjust their workload, encourage time off, or provide extra resources to lighten their load.

4. Reignite Their Passion

When the issue is boredom, work with them to identify growth opportunities, challenges that excite them, or a chance to invest in others. Earlier in our careers, we both thrived with managers who challenged us with new projects or gave us a chance to invest in an exciting opportunity.

You can ask:

• “What’s a project or skill you’ve been wanting to tackle?”
• “How can we align your work with your long-term goals?”
• “You know why this matters more than anyone. Can I ask you to spend a few minutes teaching our newer team members?”

High performers thrive when they feel stretched and engaged, so show you’re invested in their growth.

5. Clear Barriers Together

If there’s a hidden obstacle, they may not feel comfortable bringing it up unless you ask directly.

Try:

• “What’s getting in the way of your success right now?”
• “Is there a tool, process, or resource you need that you don’t have?”
• “How can I advocate for you to remove any roadblocks?”

When you step in to remove barriers, you reinforce your role as a partner, not a micromanager.

6. Recognize Their Contributions

When results dip, it’s easy to hyper-focus on the problem and forget the bigger picture of their contributions. Take a moment to remind them of the value they bring to the team.

You might say:

“I want you to know how much I appreciate [specific contributions]. You make a huge difference here by… [describe the specific outcomes].”

“I know what you’re doing isn’t easy. Here’s why it matters…”

Recognition helps restore their confidence and reinforces your trust in their abilities.

What Not to Do

While you focus on helping your high performer rebound, avoid these common pitfalls:

Micromanage: Don’t hover or constantly check in—it signals a lack of trust and can further demotivate them.

Assume Intent: Avoid jumping to conclusions about laziness or disengagement. Start with curiosity about what you observe, not judgment.

Ignore the Issue: Hoping the slump will resolve itself can make the situation worse. Your silence tells them that either you don’t care about them or that their performance never mattered to you. A timely conversation shows you care and helps them course-correct.

Your Turn

When you approach a high performer’s slump with curiosity, support, and respect, you  don’t just help them get back on track—you reinforce your partnership. High performers want to know you see them, value them as well as their results, and that you’re invested in their success.

When you address the downturn collaboratively, you also build a culture where it’s safe to talk about challenges, recalibrate priorities, and grow. This doesn’t just benefit your high performers; it strengthens the entire team.

Remember, the key to leading high performers isn’t perfection—it’s partnership. You’re not there to babysit or nag; you’re there to guide, support, and inspire them to be their best.

We’d love to hear from you: what’s one way you help your high performers pull out of their slumps?

You might also like:

• Retaining High-Performing Employees: Practical Ways To Support Your Best Talent [VIDEO]
• How to Manage a Strong, Arrogant, Maybe Even Toxic High-Performer
• What to Do When a High-Performer Quits (With Video)

The post When Your High Performers Hit a Slump: How to Support Without Micromanaging appeared first on Let's Grow Leaders.

If you’re a leader, you’ve likely faced the challenge of balancing results with investing in your people. In today’s fast-paced and hybrid work environments, having meaningful career development conversations isn’t just a nice to have. It’s critical to retaining talent and driving success. In this episode, Julie Winkle Giulioni, author of Help Them Grow or Watch Them Go: Career Conversations Organizations Need and Employees Want,  unpacks how you can make career development a natural part of your leadership style, even with a packed schedule.

• Powerful Conversation Starters: Learn practical, curiosity-driven questions to unlock your team members’ growth potential.
• Effortless Integration: Discover how to weave career development into your everyday interactions, even when time is tight.
• Remote Growth Strategies: Get actionable tips to ensure your remote and hybrid employees have equal opportunities to grow and thrive.

Hit play now to master career development conversations that empower your team to grow, keep them engaged, and help you become the leader they need!

The Importance of Career Development Conversations

[00:00] – The Leadership Game-Changer
David and Julie discuss how a supportive boss creates space for growth, setting the stage for the critical role of career development in leadership.

[05:35] – Develop Me or I’m History
Julie breaks down why career development conversations are essential to retaining and engaging talent, sharing insights into why growth opportunities are the number one reason people join or stay with organizations.

[08:27] – Connecting Growth to Results
Leaders often wonder, “Why should I focus on growth when I have results to deliver?” Julie explains how employee development drives innovation, customer satisfaction, and quality improvements.

[11:08] – Redefining Growth for Everyone
Growth doesn’t always mean promotions. Julie encourages leaders to reframe career development conversations to align with individual goals, whether learning new skills, building confidence, or expanding networks.

[17:23] – Small Moments, Big Impact
Learn how to turn everyday interactions into micro career development conversations that compound over time. Help leaders manage their time while still investing in their people.

Strategies for Modern Leadership

[19:11] – The Power of Great Questions
Julie highlights the value of curiosity and shares practical questions. “What did you learn from that?” helps guide meaningful career development conversations.

[24:29] – From Titles to Action
Shift the focus from “What do you want to be?” to “What do you want to do?” Julie shows how this mindset change can open new opportunities and create actionable growth experiences.

[29:49] – Career Development at a Distance
As hybrid and remote work becomes the norm, Julie offers practical strategies to address proximity bias and create equitable career development opportunities for every team member.

[32:15] – Interrupting Bias with Awareness
Discover a simple yet powerful strategy for tracking interactions and ensuring equal growth opportunities for all team members, regardless of their location.

[42:39] – Supporting Aspirations Despite Performance Gaps
Julie provides a framework for navigating challenging conversations when employees aspire to grow but struggle with current responsibilities. She emphasizes how to use aspirations as a motivator.

The post The Busy Leader’s Guide to Career Development Conversations appeared first on Let's Grow Leaders.

You’ve been so nice. You care about _____ (your team, your boss, your co-workers, your career, not rocking the boat…) so you’ve looked the other way when the destructive behaviors started creeping in. 

You gave them the benefit of the doubt– because, you know, the being nice thing.

But NOW you’re looking around and thinking, “Wait, WHAT? How did we get HERE? How do you reset expectations when you’ve tolerated something before? #AskingforaFriend

I’ve heard variations on this issue at least 7 times this month.

“How did I let people scream and yell at me?”
“Why is my team thinking it’s okay to not meet our deadlines?”
“Why do I let my boss talk to me that way?”
“There’s this bully, but I don’t want to cause drama, so I just try to show up nice and accept it…”

And when we talk more there’s this moment of recognition, “It’s because I let them.”

And then the follow-up question. “Well, if I let this happen before, how can I reverse that tide and say it’s not okay.”

How to Reset Performance Expectations When Bad Behaviors Have Gone Too Far

It’s not too late to teach people how to treat you. Here’s how to have the conversation.  First, remember that it’s not nice to let people behave poorly. You are doing them, you and your work a disservice to allow them to continue destructive behavior.

See Also: Beyond Magical Thinking: How to Ensure Your Team Get’s It.

1. Start by owning it in one-on-one conversations. (CONNECTION)

“As we head into the new year, I’d like to reset expectations for our work together. And I take complete ownership for this because I have looked the other way with some things that aren’t working. They’re not serving you, me, our relationship, our customers, or our results…”

2. Get specific (without blame, and concrete examples). (CLARITY)

“For example, this is the third time you’ve screamed at me this week.”  Or, “We agreed that this report would be complete by Wednesday at 3 pm EST. You’ve turned it in on Friday every week this month.”

3. Describe your hope and vision for what’s possible. (CLARITY)

“I care about our relationship and our work together. Here’s what success looks like from my perspective.”

4. Ask for what you need. (CLARITY)

“Can we agree to ________.”

5. Get curious. (CURIOSITY)

“What does this look like from your perspective?”

6. Move the conversation to a shared agreement with specific next steps. (COMMITMENT)

“So to recap we’ve agreed to _________”

Just because you have accepted some negative behaviors in the past, does not mean you need to carry them into 2025.

See Also:

How Do I Gain Respect When My Team Doesn’t Like Me

The post How to Reset Expectations When You’ve Been “Too Nice” appeared first on Let's Grow Leaders.

Think about the business culture you’ve always wanted for your organization—the energy, the purpose, the unwavering alignment toward a common vision. Now, think about how much easier it would be if every team member, from the executive team to the front lines, shared that same drive and commitment. Imagine a workplace where people aren’t just showing up for a job. They fully invest in a shared purpose that pushes your organization forward every day.

This kind of culture doesn’t happen by accident. It requires intentional, visible leadership and a clear, consistent message that speaks louder than words. There are three critical steps senior leaders must take to make this vision a reality:

1. Visibly Model
2. Comprehensively Communicate
3. Intentionally Amplify

Lasting Business Culture Change Starts with Senior Leaders

Our favorite definition of culture comes from marketing guru Seth Godin. Culture is simply “People like us, do things like this.”

But one of the major culture challenges organizations face is that senior leaders might know what activities and habits matter most. But those same leaders struggle to communicate that knowledge and transfer behaviors throughout the organization.

True culture change requires your deliberate action, consistent messaging, and intentional reinforcement at every level. As a senior leader, your commitment to modeling, communicating, and reinforcing the culture sets the tone for lasting change.

1. Visibly Model

What you do matters way more than what you say.

Every decision you make, every action you take, tells your people what’s truly important in the organization. To drive culture change, you must align your actions with the business culture you want to create.

And it’s not just how you act when you’re with your peers. Or how you reason through a decision.

How can the entire organization visibly see you act out the culture you want?

What you do matters way more than what you say.

Here’s a quick gut check: If a new employee, with no training or handbook, watched a film of all your activities for a couple of weeks, how would they describe your culture?

Here are three examples of how you might align your visible actions with your business culture:

Decision-Making Transparency: Making a sound decision isn’t enough to change culture. Everyone needs to understand the reasons for the decision. Be clear about why you make the decisions you do. Explain not only the “what” but the “why” behind strategic choices. This transparency shows your team the values that guide decision-making. And it will help them make similar decisions in the future.

Prioritizing People in Meetings and Conversations: If you want a culture where people feel valued and heard, demonstrate this by giving people your full attention. Put away your phone. Show them that every voice matters by actively listening and encouraging contributions.

Living the Company Values: Identify three behaviors tied to your organization’s core values and commit to visibly demonstrate them each week. For example, if “innovation” is a core value, consider how you can visibly invite new ideas, tolerate a reasonable level of risk in pursuit of innovation, and respond with regard—even when you can’t use an idea.

When your team sees you model the change, they’ll begin to believe in its importance. A cultural shift won’t happen until everyone can see it—and that starts with you.

2. Comprehensively Communicate

Once you’re visibly modeling the desired business culture, the next step is to communicate throughout the organization. This is where a 5 x 5 communication plan is essential. How will you and your managers communicate at least five times, through five different channels?

Your communication strategy should build a culture where everyone:

• Understands the ‘why’ behind the change
• Clearly sees how it relates to their role.

The more you communicate—and the more you empower others to communicate—the more natural the change will feel.

Here are questions to consider as you build your communication strategy:

• How will you connect what you are asking to why it matters – in a way that makes sense to every person in every role?
• How will you ensure that your teams communicate the new business culture habits with fidelity? (How will they cascade communication? And how can you ensure they know how?)
• What are one or two strategic stories you can include in your communication to bring the habits to life? (For example: share a time you struggled with the tension between two values and how you made your decision.)
• How else might you get creative and have fun with communicating your culture, values, and relevant habits? (Check out this list of 101 ways to communicate–even with hybrid and remote teams.)
• How can you engage everyone in the organization to make the culture their own? To ask questions and explore or challenge areas that don’t make sense to them?

3. Intentionally Amplify with Celebration and Accountability

Everyone can see you and your team model the culture. You’ve clearly communicated and engaged everyone to understand what the change looks like in every role.

Now it’s time to build momentum with celebration and accountability.

Celebration and accountability are two sides of the same coin. They both close the loop of an intention. You set out to do something.

When you succeed, celebrate!

When you don’t, follow through with accountability: what can you learn for next time? What needs to change? Is there a way to renew the commitment and follow through now?

Celebration and accountability amplify your business culture. They tell everyone what matters. So don’t leave them to chance. Plan your celebration and accountability strategy from the start.

Celebrate Early Wins and Small Steps

As soon as you see behaviors that reflect the new culture, acknowledge them. Whether it’s a team reaching a milestone or an individual embodying the values, celebrate the moment. Tell these stories. Highlighting these achievements reminds everyone that the change isn’t just words on a wall. Change is real and happening.

Set Clear Expectations for Accountability

Hold yourself and other leaders accountable for embodying the culture. Equip everyone to give feedback—even junior employees should feel empowered to respectfully hold senior leaders accountable. This shows that the new culture applies to everyone, regardless of role.

Continual Reflection and Adjustment

Culture change isn’t a one-time project; it’s an ongoing commitment. Regularly evaluate the progress and adjust as needed. Have a quarterly or semi-annual culture review where you discuss what’s working, what needs adjustment, and what new behaviors need reinforcement.

Celebration and accountability go hand in hand. When you make a big deal out of the behaviors you want to see and create space for accountability, you’re building a self-sustaining culture where people take pride in maintaining the values and behaviors you’ve established.

Want a Blueprint for Your Culture Change?

Sustained business culture change requires intentional effort.

One of our favorite things is to work with senior teams to build your leadership blueprint. Together, you’ll identify the specific habits that will help you model, communicate, and amplify your culture and achieve breakthrough results.

Let us know if you’d like more information.

The post How to Lead Sustainable Business Culture Change: A 3-Step Framework for Success appeared first on Let's Grow Leaders.

You’ve got a clear focus on what matters most. Your team seems to work well together, but then you get that call: “I need to talk to you about …” or a team member suddenly explodes at their teammates and storms off the floor. It’s conflict, a disagreement, or a clash of personalities. Handle it well and you’ll build trust and influence. But ignore it or respond poorly and not only do you lose trust and credibility, but the conflict distracts your team from the work that matters most. Team conflict can feel like quicksand and a distraction from your work, but it’s an excellent opportunity to improve morale, productivity, and processes.

8 Ways to Deal with Team Conflict

1. Hire for Conflict Communication Skills
2. De-escalate Heated Conflict in the Moment
3. Reflect to Connect
4. Gather Information with Three Quick Questions
5. Diagnose the Situation: Is this a vent or a problem that needs to be solved?
6. [For Problems:] Discuss and Choose an Appropriate Solution
7. Schedule the Finish
8. Bonus: Equip Your Team with Powerful Phrases to Resolve Conflict Together

Team Conflict is Unavoidable

Early in my (David’s) career, my boss Jim, the Executive Vice President, took me to lunch at a popular spot for business meetings with a bustling dining room. Apparently, he’d seen me struggling with a common problem new leaders face and chose this lunch to deliver some coaching.

As we waited for our food to arrive, I got up to wash my hands. Jim stopped me for a moment and gave me an assignment: “Take the long way through the restaurant to and from the washroom. Walk slowly and catch the bits of conversation you hear.”

I followed his strange instructions and when I returned to the table, Jim said, “Of the conversations you heard, how many of them were complaining–about their boss, a co-worker, or a problem at work?”

“Half or more, from what I heard,” I answered.

He nodded. “And that’s normal. It’s human nature to complain. You can’t respond to every complaint you hear. Not every complaint needs a solution. And complaints don’t necessarily mean anything’s wrong.”

It was an important lesson for a young leader: conflict between people is unavoidable. But there’s always a leadership opportunity when a team member brings you a complaint. Depending on the circumstance, it may be an opportunity for that person to grow, for you to improve your leadership, or a moment to connect, build a stronger team, or a better process.

How to Address Team Conflict Productively

Here are eight steps you can take to address conflict effectively, build healthy professional relationships, and help your team maintain their focus on what matters most.

1. Hire for Conflict Communication Skills

As a leader, you have two choices to build teams that are good at conflict resolution: either hire for the skills or teach the skills.

What doesn’t work is expecting people to have skills you haven’t specifically checked out or taught them. And the fastest way to build a team that’s good at conflict is to hire for those skills. You can do this with a few behavior-based interview questions. For example:

“Tell me about a time when…”

• “A coworker seriously irritated you. What happened? What did you do? What was the outcome?”
• “You radically disagreed with your manager. How did you handle that?”
• “You weren’t able to do your work correctly because of someone else’s behavior. How did you address the situation?”

While many people will describe how they stayed silent, kept their head down, or got frustrated and left, you’re looking for the candidates who spoke up and shared their concerns elegantly.

2. De-escalate Heated Team Conflict in the Moment

A quarrel between teammates escalates into a shouting match. Seemingly out of nowhere, an employee swears, slams a door, and storms into the breakroom or parking lot.

Many managers respond to these heated moments by getting sucked into the drama or trying to ignore it altogether. But either way, the situation won’t improve.

When tempers flare, your first job is to re-establish a safe working environment for the entire team. That means taking a breath and making sure you are calm, centered, and don’t react to the drama. Next, if the people involved are still in a public area or with the rest of the team, move the people involved to a more private space where you can talk.

Rather than talking right away about their unprofessional behavior, begin the conversation by getting the facts. Ask “What happened?”

As you hear their side, check for understanding: “So what I hear you saying is that there were too many people in your space and you couldn’t get your work done. Do I have that right?”

If the person is distraught and says things like, “You don’t understand!” You can help de-escalate the conversation by calmly and quietly saying, “You’re right. I don’t understand. And I’d like to. Can you tell me what happened?”

As you confirm the facts, you can also de-escalate the situation by acknowledging and checking on feelings. For example, “It sounds like having all those people in your space was very frustrating?” (More on this in #3 below).

Once you’ve heard the other person’s perspective and acknowledged their feelings, you can guide the discussion to solutions. This depends on the specific circumstances, what happened, and if they can safely return to their work. An apology might be in order, along with some coaching to help them deal with their frustrations productively. The next steps can help you know what direction to go.

3. Reflect to Connect

When a team member comes to you with a frustration, complaint, or problem, (even if it’s not an explosive situation) the most effective thing you can do to build a productive conversation is to acknowledge their emotion. When they know you’ve heard them, it diffuses some of the emotional intensity and builds a connection that allows you to move to constructive next steps.

We call this process of acknowledging emotion “reflect to connect” because you are reflecting the emotion you observed and making sure you understand what’s on their mind.

For example: “It sounds like you’re really frustrated with the lack of response from marketing and that’s sapping your motivation. Do I have that right?”

Note: you’re not telling them that their feelings are right or wrong. When you reflect, you are checking for understanding and creating a common starting place for the conversation.

4. Gather Information with Three Quick Questions

Once you’ve acknowledged the person’s feelings, your next step is to get more information. Your actions going forward depend on the specific circumstances so it’s vital to know what’s happening. There are three questions you can ask to quickly assess the situation:

• What do you want me to know?—We learned this question from trial attorney Heather Hansen. It’s a fantastic question to help draw out what is most meaningful to the person who brought you the issue.
• How might I help here?—The power of this question is that it quickly reveals whether the other person just wants to blow off steam or has a problem. It also gives you insight into how they perceive the problem.
• Should the three (or more) of us talk together?—This question is helpful in those situations where you suspect the person might have a motivation other than solving the problem (like undermining a colleague or currying favor). For people who complain and want to dump their problems on you, it helps maintain mutual responsibility.

5. Diagnose the Situation: Is this a vent or a problem that needs to be solved?

After you ask these three questions, you will likely have enough information to diagnose the situation. Here are some of the most common types of team conflict to look for:

• The person just needs to vent and get a frustration off their chest.
• There’s a misunderstanding.
• One party is unresponsive or sees priorities differently.
• People are working toward different goals.
• There’s a style or personality conflict.
• You discover toxic behavior.
• There are structural issues with a process or systems causing the conflict.

6. [For Problems:] Discuss and Choose an Appropriate Solution

If the person doesn’t need any action and just needed to blow off steam, your reflect-to-connect will likely be all they need to get back to work. For problems, however, the solution will depend on the specific situation. Here are a few examples:

• If you identify a misunderstanding, equipping the person to have the discussion and clarify what’s happening might be appropriate.
• Sometimes you’ll find that you caused the problem. Perhaps your statement of goals is unclear or you haven’t clarified how values should resolve when in conflict. In these cases, your best path forward is to convene the interested parties and give them the clarity they need.
• For other cases of unresponsive peers, personality or style conflicts, or other situations where a discussion will help, you may bring the people together and discuss the situation and come to a mutual understanding of the way forward.
• When you discover toxic or abusive behavior, you and/or your HR team may formally intervene.
• When you uncover structural issues, fix them if you can. If you can’t take immediate action yourself, let your team know how you will advocate for them and help them work through the specific challenge.

7. Schedule the Finish

Whatever the next steps you and the people involved agree on, be sure to schedule a time in the future when you will all review what happened and ensure that everyone followed through on their commitments and responsibilities. Scheduling the finish ensures that you won’t repeatedly have to revisit this same team conflict.

8. Bonus: Equip Your Team with Powerful Phrases to Resolve Conflict Together

Click here for FREE Sample Chapters

One of the most effective ways you can help your team to resolve conflict is to give them the tools to have meaningful conversations with one another and the expectation that they will use them. The highest-performing teams don’t shy away from conflict. They embrace it and understand that every disagreement is an opportunity to build relationships and improve results.

When there’s a lack of clarity, help your team ask questions of one another, like:

• “What would a successful outcome do for you?”
• “How does this look from your perspective?”
• “Here’s what I understood _______. Did you hear it differently?”

Equip Your Team for Mutual Feedback and Accountability

One of the most important set of powerful phrases to help build feedback skills is the I.N.S.P.I.R.E. Method for accountability conversations. Its balanced approach will help your team members build their relationships while achieving results. And for those situations where they can’t resolve the issue because the problem is a lack of clarity at a higher level, they will be able to figure that out and come to you with a solution request, rather than a vague complaint. 

Your Turn

Team conflict can be productive–and certainly shouldn’t consume you with other people’s drama. You will energize your people and maintain productivity when you acknowledge their emotions, ask a few key questions, create an appropriate path forward, and follow up to ensure everyone followed through.

What would you add? Leave a comment and share your best tip for helping your team resolve conflict, build better relationships, and get back to what matters most.

Related Articles:

Team Conflict: How To Surface and Discuss Simmering Issues (Video)

9 Mistakes That Sabotage Collaboration and Destroy Trust

The post How to Deal with Team Conflict and Get Everyone Back to Work appeared first on Let's Grow Leaders.

In this episode, we dive deep into what it takes to create meaningful strategic change that matters in today’s world. Whether you’re leading a team or managing a company, sustainability is a crucial challenge. Learn how the food industry has led the way and how the lessons shared here can help you create a sustainable impact in your field without sacrificing competitive advantage.

You’ll gain insights into:

• Defining sustainability in a business context and why it’s essential.
• Picking the right battles for creating change while maintaining profitability.
• Leveraging relationship capital to collaborate with advocates and drive results.

You Can’t Market Manure at Lunchtime

[00:00] – Defining Sustainability in Leadership
The episode kicks off by exploring what sustainability really means in business. This sets the stage for the rest of the episode as Maisie Gansler breaks down how leadership sustainability should be specific to your industry.

[03:17] – A Seventh-Grade Leader
Maisie shares a personal story from seventh grade, highlighting the moment she realized the importance of leadership. From choosing leadership electives in junior high to becoming a key figure in sustainability, her journey offers a unique take on how early leadership can shape future goals.

[07:09] – What is Leadership Sustainability?
Here, the conversation dives deeper into leadership sustainability—focusing on long-term positive impact, not just short-term gains. The hosts talk about how real leaders create change that can be sustained for generations, whether it’s environmental or social. It’s about making decisions today that others can build upon tomorrow.

[09:46] – The Unappetizing Truth Behind Industrial Agriculture
Maisie shares an eye-opening story about her CEO’s passion for addressing industrial agriculture’s unsustainable practices. This segment showcases the tension between doing the right thing for sustainability and keeping customers engaged. It’s a balancing act of transparency and strategy.

[12:23] – Turning Leadership Sustainability into Competitive Advantage
Maisie emphasizes how leadership sustainability isn’t just a buzzword—it’s a real opportunity to stand out in your industry. When you lead with sustainable practices, it forces your competitors to catch up, creating a ripple effect of positive change.

Sustainable Leadership in Action

[15:17] – Raising the Bar with Cage-Free Eggs
Maisie shares a groundbreaking example from 2005 when Bon Appétit became the first company to commit to cage-free eggs nationwide. This decision raised the bar for the industry and made leadership sustainability not just a goal but a competitive advantage.

[19:43] – Tackling Complexity One Step at a Time
Sustainability initiatives aren’t easy, and Maisie doesn’t sugarcoat it. She explains that part of leadership sustainability is embracing the complexities of the issues you tackle, from animal welfare to supply chain challenges. Leaders need to learn as they go.

Strategic Partnerships and Sustainable Leadership

[25:05] – The Importance of Allies in Advocacy
Maisie talks about how forming partnerships with advocacy groups can help your business build credibility and expertise. These relationships are key to achieving leadership sustainability because they provide industry-specific knowledge and public support.

[33:39] – Managing Your Sustainability Portfolio
Bon Appétit uses a simple system to track progress on sustainability initiatives—red, yellow, and green. Maisie walks listeners through how this tool helps manage ongoing projects and push leadership sustainability forward in a structured way.

[43:40] – Can Middle Managers Drive Leadership Sustainability?
To wrap up, Maisie offers advice for middle managers who want to make an impact. She encourages listeners to start with what they can control and build momentum from there. Leadership sustainability doesn’t have to start at the top—you can lead change from wherever you are.

Connect with Maisie Ganzler:

• maisieganzler.com
• https://www.linkedin.com/in/maisie-ganzler/

Looking for other ways to develop your team? Check out SynergyStack™.

The post Sustainable Leadership: A Blueprint for a Better World appeared first on Let's Grow Leaders.

Do you ever mutter, “Will they ever get anything done if I don’t follow up? I’m sick of hovering and I’m sure it feels like I’m micromanaging.” Ironically, the higher your sense of urgency, the more you’ll encounter this problem. The solution? A few consistent communication tools will help you motivate employees to meet those deadlines—without constant oversight.

Why Focusing on Urgency Won’t Solve the Problem

Telling your team to “act with urgency” or “be more committed” won’t help them move any faster.

Why not? Because words like “urgency” or “commitment” mean different things to different people. (On a scale of 1—10, David’s sense of urgency is an 8 while Karin’s sense of urgency is an 11. We can both claim we’re acting with urgency, but Karin will usually be faster.)

And if you want proof that people have different definitions of “urgent,” go ask five people to define the word “soon.” You’ll get five different answers.

Your people see their work differently than you do. Some value speed. Others value quality. Still others focus on impact or process.

Instead of focusing on vague words like “urgent,” you can motivate employees to move faster (and lower your stress) through a few consistent communication habits and removing barriers to speed.

5 Essential Communication Skills to Motivate Employees to Have More Urgency

When you want to build a culture where people move at a crisp pace, your first job is to eliminate misunderstanding. You can help everyone get on the same page and quickly deal with conflicting priorities by using these communication tools.

1. Schedule the Finish

If you’re a high-urgency leader and you’re frustrated with your team, this conversation will solve many of your problems.

Stop leaving follow-through to good intentions, will power, or different interpretations of “soon.” Instead, schedule the finish.

Scheduling the finish means you have a conversation about feasibility and competing priorities. The conversation ends with an appointment for follow-through at a specific time, listed on the calendar of everyone involved.

When you schedule the finish, there are two types of tasks that need your focus: routine tasks and delegated assignments.

Schedule the Finish for Routine Tasks

These routine tasks can be frustrating. You might think, “This is part of your job—why can’t you just get it done?” If that sounds familiar, try grouping these routine tasks into buckets and setting shared deadlines.

Here’s the key question: with no extra conversation between you and your team, if we asked them, “What does your manager expect in terms of when these tasks should be done?” would they give me the same answer you would?

(Not sure what they’d say? Ask them—their answers might surprise you!)

If everyone agrees about what success looks like, great. But if their answers differ from yours or they seem unsure, it’s time to set clear expectations for each bucket of work.

You can apply the same approach to ongoing tasks, too. The goal might be something like “finish this weekly.” For example, if an employee handles customer contact and needs to document conversations and actions, you could aim for 100% completion by the end of the day every Wednesday and Friday.

Schedule the Finish for Delegated Assignments

Your team members constantly decide where to put their time. A clear finish line with mutual accountability helps everyone make better decisions.

For example, you have a conversation with one of your team members about following up on a customer complaint. She agrees the customer issue needs investigation.

Before you leave the conversation, you say, “Let’s schedule the finish. Can you and your team investigate what happened, then make suggestions on how we can address it by Friday at 3?”

Your team member mentions another project that’s due that same afternoon. Upon reflection, you decide the customer issue is more important and give her team until Tuesday to complete the first project, so they have time to deal with the customer’s issue.

You conclude the conversation by making an appointment on your calendars for 3 pm Friday, when she will brief you on their findings.

2. Check for Understanding

This next communication tool to create a culture of timeliness reduces misunderstandings. Check for understanding means to ensure that everyone in a  conversation has the same comprehension of what you agreed.

Checking for understanding is not asking “Do you understand?” Instead, you might say, “Before we wrap up, let’s check for understanding. What are we doing next? What’s our goal here? And when are we meeting to follow up?”

3. 5 x 5 Communication

Any message that is critical to your team’s success requires consistent communication. 5 x 5 communication means that you communicate critical content at least five times through five different channels.

This repetition and variety ensure that everyone internalizes the message.

5 x 5 communication will help you reinforce not only when things should be done, by more importantly: WHY that timeframe is critical

4. Address Conflicting Values and Priorities

One way you can unintentionally frustrate your employees is by creating conflict and expecting them to resolve it. Leaders do this all the time because every value or priority will conflict with another value or priority at some point.

An easy example is the tension between urgency and quality. You can always do something faster – if you are willing to sacrifice quality. How should your employees resolve this tension?

The worst thing you can do is leave them to their own devices and then get upset when they don’t make the decision you would prefer.

Instead, address these conflicts head on. Own them. Talk about them. Have senior leaders tell strategic stories about how you’ve dealt with these conflicts in the past and how you hope your team will resolve them in the future.

5. Close the Loop with Celebration and Accountability

Early in my (David’s) career, the CEO asked me to take on a special project. He had a clear finish line, and I worked evenings and  through the weekend on top of my regular work to get it done.

When I (quite proudly) brought the finished project to him, he looked confused. I reminded him what he had asked me to do. He laughed and said, “Oh, we’re not doing that anymore. We’re going a different direction.”

Ouch.

You can probably imagine that I didn’t treat his future requests with the same urgency.

This was a pretty awful example of not closing the loop.

Every time you ask something of your team, you create an open loop. You have an intention—and you fulfill that intent. Or you don’t.

Either way, you need to close the loop. If the team did it, celebrate. Acknowledge their work. And if they didn’t do it, have an accountability conversation. See what the team can learn. Can they get it done now? Or learn something to help for the future?

Closing the loop builds momentum. It tells your team that you truly value their follow-through.

Motivate Employees by Removing Roadblocks

Roadblock #1—A Missing “Why”

Your team needs to understand the reason for their work. What’s the why? A missing why creates roadblocks to urgency because other tasks with well-understood “whys” will take priority.

Use your 5 x 5 communication strategy to answer the questions your team is asking: What business purpose does this urgency serve? How does it improve the customer or employee experience?

Connecting timelines to meaningful reasons “why” will also help you avoid the next roadblock…

Roadblock #2—False Urgency (or Everything’s Urgent)

You lose credibility when everything is urgent. Soon, your people tune out your requests. “Oh, everything’s always a last-minute emergency with him. Don’t worry about it.”

As soon as people can’t take you seriously, you’ve become a barrier to timeliness.

Roadblock #3—Risk Aversion

We once spoke with a vice president who told us, “I’d rather be late and get it right than early and wrong. I’ll get yelled at for being late, but our President loses his s*** if I make a mistake.”

This President was also frustrated that his team didn’t move quickly enough. He was his own roadblock.

How do you respond to mistakes?

Your people pay attention to your responses.

You might say you don’t want them to spend tons of time building giant decks filled with microscopic columns of data. But if you get angry when they don’t have a specific number at their fingertips, they’ll ignore what you say and pay attention to what you do.

Remove this roadblock by clarifying risk tolerance and celebrating healthy risk—especially when it doesn’t work out.

What is the range of accuracy you expect in their reports or assignments? Clarify acceptable risk up front and treat mistakes as learning opportunities.

Roadblock #4 – Managers Don’t Understand or Aren’t Accountable for Their Communication

Do you feel like your team has a good sense of urgency, but you struggle to motivate employees throughout your organization to move quickly? If so, this roadblock is certainly part of your problem.

Equip your managers with the five communication skills in this article and hold them accountable for using these tools. When your team consistently schedules the finish, checks for understanding, communicates key messages five times, five different ways, addresses values and priority conflicts, and practices accountability and celebration, your culture will improve.

Urgency at a Human Scale

People can’t work at speed or with high stress forever. Part of the reason you have a conversation when you schedule the finish is to ensure that workloads are manageable. But even then, a culture of urgency can burnout your best employees and undermine long term success. Here are three suggestions to help you avoid these pitfalls and practice urgency at a human scale.

1. Know Your Race

When you run a 100-meter sprint, you run as fast as you can for the full race (under 10 seconds if you’re a male Olympian sprinter).

But when you run 100-kilometer ultramarathon, you don’t sprint. You don’t run anywhere near as fast. In fact, you might even stop running to eat a snack.

What race are you running? There are times to sprint. And there are times to “run” at a more sustainable pace, take breaks, and rest. Help motivate your employees with a sense of urgency appropriate to the “race” they’re running.

2. Don’t Use Urgency to Address Problems with Process or Systems

If you have constant “fire drills” or “all-hands-on-deck” scrambles to deal with problems, you’ll burnout your team.

Instead of using urgency to address problems repeatedly, solve the problem. The first time it happens, yes, you need to respond. But now you know it’s an issue. What process or system do you need to fix to prevent it happening again?

Focus on long-term solutions that save urgency for when you really need it. Your team will have energy to respond and trust you when you ask for it.

3. Engage your Team and Ask Them for Their I.D.E.A.s

A final way to practice urgency at a human scale is by helping your team to own challenges and solutions.

Do you need to accelerate a project? Create a consistent scheduled finish for routine tasks? Find a faster way to get your customer what they need?

Start by defining the opportunity and why it matters. Then ask your team for their solutions. “Here’s why this is important—how do you think we can do it?”

You can give them the I.D.E.A. model to help them contribute quality suggestions:

I—Why is the idea Interesting and strategically relevant?

D—How is the idea Doable?

E—Who do they need to Engage to make the idea work?

A—What are the specific one or two next Actions to implement the idea?

You’ll get more meaningful ideas. Your team will own the improvements – and often come up with better solutions than you could.

Your Turn

We encourage you to be your own consultant: go ask your team for their understanding of timetables and why critical tasks are done when they are. Explore the gaps. Use the communication skills, remove the roadblocks, and build your culture.

And of course, we love working with organizations like yours to help you infuse these communication skills, motivate employees, and build a culture where people thrive. If we can help, give us a call or write us.

The post How to Motivate Employees to Have More Urgency appeared first on Let's Grow Leaders.

Whether managing a team or striving to become a more resilient leader, mental strength is the cornerstone of your leadership journey. In today’s fast-paced, ever-evolving work environments, the ability to regulate emotions, thoughts, and behaviors is not just a bonus—it’s a necessity. This podcast will help you identify key habits that build mental toughness, enabling you to become a leader who inspires greatness without burning out.

Here’s what you’ll gain by tuning in:

• Discover specific, actionable habits to build resilience and grit.
• Learn how to master self-regulation, especially in high-stress situations.
• Understand how to cultivate an executive presence that inspires trust and confidence in your team.

Mental Toughness for Leadership: Master the Skills You Need

[00:22] – Building Habits for Mental Strength
You’ll hear that developing mental strength isn’t about having superhuman resilience—it’s about building habits that train your brain. The key is repetition, and in this episode, you’ll get the exact habits that help leaders develop the mental toughness needed to thrive.

[02:20] – What is Mental Toughness?
Mental toughness is about regulating emotions, thoughts, and behaviors, even in the most challenging circumstances. The episode defines mental toughness as the ability to manage internally so that you can lead externally with confidence and calm.

[04:13] – Early Insights in Leadership
Podcast guest Scott Mautz dives into his journey, sharing how he observed great leaders as early as 30 years ago. He explains how their mental toughness sets them apart, allowing them to lead with clarity even in the face of adversity.

[05:11] – The 6 Mental Muscles of a Strong Leader
Here’s a goldmine: the six mental muscles every leader needs to develop mental toughness—fortitude, confidence, boldness, decisiveness, goal focus, and messaging. Scott breaks them down, giving you a roadmap to strengthen each muscle in your daily leadership practice.

[09:07] – What Mentally Strong Leaders Have in Common
When you think about the best leaders you’ve ever worked with, what do they all share? These leaders know how to regulate their emotions and keep their teams focused, no matter the obstacles.

Building Habits for Confidence & Success

[13:19] – How Setbacks Build Mental Toughness
Scott uses fascinating Olympic research to explain how setbacks can actually be the secret to developing mental toughness. If you’re a leader facing challenges, this part is a must-listen—it will change how you view failure and growth.

[17:54] – Building Resilience with Daily Habits
You’ll learn that the grind can wear anyone down, but Scott shares practical, everyday habits like gratitude and mindfulness that can help you stay mentally tough. He talks about the power of being present in the moment to ward off burnout and stay focused on what matters.

[31:45] – Confidence and Mental Toughness: The Link
One of the big takeaways is that confidence is directly tied to mental toughness, but it’s not about never feeling doubt. Scott explains how to monitor your relationship with self-doubt and make sure it doesn’t erode your mental strength.

[35:10] – Handling Criticism Like a Mentally Tough Leader
You’ll find out how to handle criticism without letting it tear down your confidence. Scott gives a 3-step process to filter feedback and use it to grow stronger, rather than feeling attacked or defensive.

[45:06] – Creating Your Mental Toughness Action Plan
The episode wraps with a powerful tool: Scott’s Mental Action Plan. It’s all about figuring out which mental muscle you need to work on first, and creating a step-by-step plan to improve your mental toughness over time.

The post Mental Toughness in Leadership: A Guide to Success appeared first on Let's Grow Leaders.

When someone on your team screws up or has one of those “what were they thinking” moments, particularly when the stakes are high. You need to figure out what’s going on– fast. In these moments of stress, it’s tempting to shortcut communication with blunt, intimidating questions to get quick answers.

But here’s the challenge: asking intimidating questions can stifle creativity and problem-solving, leaving your people hesitant to share information, let alone ideas to fix the situation.

Intimidating Questions That Disengage Employees

The most dangerous and intimidating questions are those where the asker already “knows” the answer, and just wants the receiver to “get it right.”  Closed-ended questions can have a similar impact. It can come across as passive-aggressive to pretend you’re curious when your intent is for your direct report to admit a mistake or agree with you.

Here are a few classic intimidating questions.

• What do I have to do to get you to…?
• Why did you do that?
• Did I ask you to do that?
• Is that really working?
• What is your experience in this area?
• Who gave you the authority to make that decision?
• Is that your final decision?
• Are you sure about that?
• What makes you think that will work?

The Impact of Intimidating Questions

Think about it—when was the last time you felt energized and motivated after someone asked you, “Why did you do that?” The same is true for your team. They feel criticized rather than supported, and this defensiveness leads to less creativity and more playing it safe. Which is the last thing you need when dealing with complex challenges.

Instead of defaulting to intimidating questions that unintentionally shut a team member down, pause and reframe your approach with empathy.

A simple shift from, “Why did you do that?” to, “Can you walk me through your thought process?” changes the entire tone of the conversation. It signals that you’re genuinely interested in understanding their reasoning, rather than criticizing their actions.

The Power of Asking Better Questions

So, what do the right questions look like? They’re questions that help your team think critically, encourage them to explore new ideas, and ultimately guide them toward ownership of the solution. When your team feels safe to share their thoughts, they’re more likely to engage deeply with the problem and come up with innovative solutions.

Here are a few empowering alternatives to common intimidating questions:

Instead of, “What makes you think that will work?” try, “What options have you explored, and what led you to this one?”

Or, Instead of, “Who gave you the authority?” try, “How did you decide this was the right approach?”

Why did you do that?” can become “What were the factors that influenced your decision?”

Or you can try our 9 What’s Coaching Method to help a team member think more critically and solve more problems on their own.

These questions foster a spirit of collaboration. They’re designed to help your team reflect on their thinking, giving them the space to explain their reasoning without feeling attacked. This shift from interrogation to exploration builds trust and encourages problem-solving.

Related Articles:

No More Vague Reports: How to Get Your Team to Give You More Useful Information.

Attention to Detail: How to Help Your Team Have Less “Oops” Moments

Psychological Safety: Why People Don’t Speak Up at Work

Other ways to build stronger, teams who ask better questions of one another

Of course, your team will be stronger if everyone knows how to turn the intimidating questions into ones that come from a place of genuine curiosity. You can find a list of curiosity habits to make your team stronger.

We’d love to help you and your team accelerate performance, reduce stress, and work better together. Learn about our SynergyStack™ Team Development System and SynergySprint Team Retreats.

The post Intimidating Questions: How Bad Questions Shut People Down appeared first on Let's Grow Leaders.

Tired of sitting through endless PowerPoint presentations that never answer your question? Does your team drown you with emailed essays and spreadsheets without clear conclusions? Help your team provide more useful information and drive clear decision-making by asking yourself three questions.

Why Your Team Wastes Time with Vague Reports and Frustrating Presentations

When your team doesn’t give you the information you need, there are usually a couple of factors at play.

Often, they simply don’t know what you want or how you want it. They don’t understand how you’ll use the information or what happens next.

Sometimes, they’re looking for approval (look at how hard I worked on all this data!). Or they deliver vague reports and drown you in data to keep out of trouble and avoid your anger or criticism.

Three Questions to Help Your Team Give You Useful Information

You can solve for all these issues and unlock your team’s potential by asking yourself three questions.

1. Have You Clearly Asked for What You Want?

You know what you want. You need a clear recommendation and point of view from the people closest to the issue.

But do your people know that?

If you haven’t clearly asked for what you want, the answer is always “no, they don’t.”

And you almost certainly want that report or analysis differently than their last manager.

When you communicate what you want, think about the following questions:

• What will a successful report or presentation do? Are there specific criteria the team needs to meet? Clarify the criteria right away.
• How will you use the information? If you want raw data to analyze, let them know. If you want a single recommendation with one page of analysis that you can pass to the next level, tell them.
• How much analysis and precision do you need? Sometimes you need a general direction and a quick summary. Other times, you need maximum confidence and for the team to take the time to make sure it’s right.
• How do you like to get information? You might prefer to read a report and then ask questions. You might like a verbal presentation.
• When do you need it? Schedule the finish and ensure they can meet the timetable.

Take the time to clarify what you want. Your team can’t meet expectations they don’t know about.

2. Have You Checked for Understanding?

Once you tell them what you need, check for understanding. You don’t know that they have it and will truly present useful information until you hear them explain it in their own words. For example, you might say:

“If there aren’t any other questions, let’s do a quick check for understanding. What will a successful report do for us? How and when will you present it?”

Note: asking “Do you understand what you need to do here?” is not a check for understanding. You need to find out what they understand.

3. Are You Responding or Reacting?

You asked for what you want. You checked for understanding. But people still bring you vague reports or slide decks with hundreds of irrelevant slides.

Now what?

The next step is to pay attention to how you respond (not react) to your team. If you react poorly, you’ll get more useless information.

We’ve worked with many frustrated senior leaders frustrated who see too many data dumps and endless PowerPoint presentations.

But ask their team what’s going on and they’ll tell you, “It’s a total waste of time. No matter what I present, they’ll tear it apart, tell me I’m an idiot, and go in a different direction. Why waste my time? I don’t need the grief and will just to have redo everything I’d already done.”

When your team doesn’t bring you useful information, of course it’s frustrating. But you can avoid this negative spiral and help them do better next time by choosing a helpful response.

Here are tools to handle the two most common problems:

1. When They Didn’t Do What They Agreed

You asked for a one-page summary with bulleted recommendations you could include in the Board presentation. Due Thursday at 5:00. You checked for understanding and everyone agreed.

But you got a massive PowerPoint presentation with four spreadsheets of data in a microscopic font—on Friday morning.

Your best response here is an accountability conversation. You can use our I.N.S.P.I.R.E. method to have this conversation. Your part of this conversation could look like this:

I – Initiate: “My intent here is to help you prevent rework and for you and the team to be as effective as possible.”

N – Notice: “We agreed that you would present this information in a one-page summary with bulleted recommendations. This isn’t that.”

S – Support: (not really needed here as the problem is self-evident)

P – Probe: “I’m curious what happened?”

I – Invite: “Can you please get the one-page summary we agreed to done today? How can we ensure you do these presentations accurately going forward?”

R – Review: “I’m hearing that you just forgot and scrambled to get it done at the last minute. And that your solution will be to get it in your calendar with the details going forward. Do I have that right?”

E – Enforce: “We have another one of these reports coming up in two weeks. Let’s schedule time on Friday afternoon. I’ve just sent you a calendar invitation. We’ll spend ten minutes to go over that next report and fine-tune it before you submit it.”

2. When You Disagree or Can’t Use Their Recommendation

Your team gave you the information exactly as you requested. But just this morning, before their presentation, you got some information that changed the strategy. Now their recommendation doesn’t make sense.

Or maybe, now that you see their data, you disagree with their analysis.

How can you respond in a way that doesn’t discourage, disempower, or deflate?

The answer is to Respond with Regard. There are three steps to respond with regard: gratitude, information, and invitation. You get more of what you celebrate and encourage. So here’s how your part of this conversation might sound:

Gratitude: “Thank you so much for putting this together. I really appreciate the thought you put into it and for caring about where we’re heading.”

Information: “So this morning we learned that the joint venture that would help this project work isn’t going to happen. As I look at your analysis, that understandably played a big role.”

Invitation: “I would love to get your thoughts and recommendation knowing that this partnership isn’t happening. Let’s talk through when we can do that.”

Or, where you see things differently, your information step might sound like:

“Looking at your data, I’m coming to a different conclusion than yours. Here’s what I’m thinking. What am I missing? How do you see it differently?”

Your Turn

When you consistently ask yourself these three questions, your team won’t just give you useful information. You’ll improve morale, efficiency, and make better decisions. We’d love to hear from you: how do you help your team move from vague reports and data dumps to meaningful information you can use?

You might also like:

• Managing Up: Turning Information into Influence with Your Boss
• Help Your Boss Stop Wasting Time with Bad Delegation
• How to Get Your Team to Stop Sending You Frustrating Email Communication

The post No More Vague Reports: How to Help Your Team Give You Useful Information appeared first on Let's Grow Leaders.