Ways to correct those unwritten rules your team members follow
The question isn’t whether your team has unspoken rules—it’s whether they reflect your values or simply reinforce patterns you inherited.
Managing People at Work
Performance signals managers overvalue and 6 overlooked indicators
Managers value metrics as measurable “proof” of performance. Numbers make comparisons easy and can be reported to higher-ups as indicators of success. Yet putting too much stock in them fails to capture the nuances that go into maintaining a thriving team.
Why documenting wins helps managers make better decisions
When managers must justify promotions, compensation or headcount, relying on recollection alone puts strong contributors at risk of being overlooked. That is why more managers are asking employees to consistently document their impact.
Why employees stop speaking up—and what leaders can do about it
Forget the notion that silence is golden. When employees stop speaking up, managers risk missing critical information—and that silence can signal deeper problems that need attention.
Lessons managers should carry forward—and let go—this year
Taking time to retain effective practices—and deliberately discard others—can reset a team’s momentum more effectively than any new goal-setting exercise.
The risk of saying too much: 3 ways to pull back
Do you equate transparency with the need to provide employees with every detail about how a decision was made? If so, you may be doing more harm than good.
6 ways to strike the right balance between transparency and overload
A fine line exists between updating and overwhelming. How can managers strike an appropriate balance? Try these tips to keep workers in the loop without overcommunicating.
What managers miss when teams never push back
A lack of conflict can look like alignment. But it’s often a warning sign that teams are avoiding the conversations that matter most. Healthy teams disagree openly and resolve tension productively. Avoidant teams appear aligned because people choose silence over discomfort.
How to remedy feedback fatigue
Providing employees with feedback is sort of like doling out medicine. The right kind in proper amounts leads to improvements, but extra dosages may cause more harm than good.
What a global CEO survey reveals about managing today
If managing feels harder than it used to, the numbers back that up. CEO confidence is falling, exposure to risk is rising and long-term bets like AI are under pressure to deliver. Insights from PwC’s 29th Global CEO Survey highlight why managers are being asked to do more with less certainty—and whe