Managing People at Work (Page 6)

Managing People at Work

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Stop doing everything: Focus on what only you can do

Many new leaders fall into the same trap: They try to be the engine, the fuel and the driver of every project on their team. It might work for a while—until the weight becomes too heavy and performance dips rather than rises. The best managers excel not because they do more, but because they underst

11 daily habits that set high-performing leaders apart

Is improving as a manager one of your goals for 2026? As you think about ways to go about this endeavor, remember that small, but consistent, acts can make a huge impact. Here are 11 habits you can implement immediately.

Trust reset: Rebuilding confidence after a mistake

Many grade-school classrooms feature a sign stating, “Everyone makes mistakes. That’s why pencils have erasers.” Adults, however, often forget this wisdom. Instead, they beat themselves up over errors and “should haves.” Dwelling on the screw-up, though, will not help. Instead, put that effort into

Great managers don’t push harder—they match people to work where they thrive

Some leaders leave a mark on an employee’s career long after the employee moves on. It’s not because they were charismatic or demanding, but because they made one high-impact decision: They put the right person in the right job.

7 strategies to keep teams engaged during the end-of-year energy dip

Have members of your team returned from Thanksgiving looking like they’re still sluggishly recovering from their turkey dinner? With pressure to finish up work assignments, manage familial and social obligations, and deal with the emotional nature of the holidays, ‘tis the season for energy drain. W

How to respond when half your team is burned out

Your burned-out employees aren’t imagining things—and the damage extends far beyond their personal well-being. New research from management consulting firm Eagle Hill Consulting shows that 55% of U.S. workers currently experience burnout, and the consequences reach into every corner of organizationa

Why good managers must sometimes take a stand

Withholding a perspective rarely keeps the peace. Instead, it creates uncertainty, weakens accountability and signals that difficult issues can be sidestepped rather than addressed. When leaders stay silent in moments that call for clarity, teams begin questioning whether their manager stands for th

4 ways to generate good ideas in your meetings—and keep them alive

To keep good ideas alive long enough to be evaluated—and possibly transformed into real solutions—managers need to recognize the common pitfalls that shut innovation down before it starts. Here are four of the biggest culprits and how to avoid them.

Helping employees stay grounded when stress spikes at year-end

Workplaces shift noticeably in December as projects collide with personal commitments and employees try to keep pace with rising expectations. Devjani Mishra, shareholder at Littler Mendelson, sees how quickly tension builds when deadlines tighten, communication narrows and employees start carrying

Giving feedback to an underperformer

Correcting mistakes and improving performance are a big chunk of what you do. Such feedback is necessary to put an employee on the right track. But what should you do if an employee reacts defensively when given feedback?