Management - Leadership

Learn how McClelland's Three Needs Theory can boost team motivation and enhance your management skills by aligning tasks with individual drives for success.

Discover strategies to become a more approachable leader. Break down barriers by maintaining an open door policy, asking insightful questions, encouraging dissent, and prioritizing listening over talking. Transform your leadership style to foster open communication and build a cohesive, engaged team.

The workplace has not returned to pre-pandemic normalcy, and leadership challenges abound in 2025. But each of these challenges has a solution.

Everyone makes mistakes. But why do some managers make more dumb decisions than others? Here are 6 reasons - and how to fix them.

Being an elite gymnast instilled several great lessons on high performance, and a few bad ones too

Let's go over what psychological safety means in the workplace, why it is important & what you can do to make your employees feel safe and listened to

Ivan encourages leaders to exemplify stopping to savor the good as a way to motivate employees and improve organizational culture.

A company's needs are ever changing through the five stages of company growth. It's really important to have the right leadership personalities in place.

Many leaders use their limited attention to develop underperformers or to try to reengage disengaged employees. As a result, they can unintentionally overlook high-performing employees. Studies show many high performers leave because they feel unnoticed and undervalued. There’s a word for the experience of feeling unseen and undervalued: Psychologists call it “anti-mattering.” When people experience anti-mattering, they withdraw, languish, and often leave. On the other hand,mattering is the experience of feeling significant to those around you, which comes from feeling valued and adding value. Experiencing mattering drives well-being, engagement, and performance. Research shows the experience of mattering happens through everyday interactions with leaders, not through programs or perks. There are three primary ways to optimize interactions so high performers see how they matter: notice them, affirm them, show them how they’re needed.

Expertise is still built through observation, repetition, and feedback. Here’s how leaders can develop their own deep skills while enabling others to grow their talents, too.

Most employees don't believe employers are fully committed to improving their mental health and wellbeing. Three steps can repair this disconnect.

Discover the importance of fostering healthy competition w/in organizations. Explore strategies to transform rivalry into personal growth by comparing yourself with industry high-performers. Learn how embracing healthy competition can enhance team dynamics, boost personal skills, & cultivate a thriving work environment

Dear Madeleine, I am a supervisor and team leader in a technology company. We have several products on the market that are doing well. All my projects are in new products—a combination of market research and product testing; and all my teams are cross-functional—project management, software developers, marketing and customer support, and designers. The timelines…

Coach Mike Krzyzewski (Coach K) is the winningest coach in DI men's basketball history. His wins didn't come easy. He worked on them and building trust within his team. Learn the two secrets to building trust with your team and how to keep it.

As families gather to share what they’re thankful for this Thanksgiving, new research suggests those expressions of gratitude could have benefits beyond the holiday table. University of Florida researchers found that leaders who take time to reflect on gratitude they receive from family can become more effective managers at work.

This McKinsey Quarterly Five Fifty looks at how organizations can deliver performance reviews that motivate employees and foster effective performance management.

Dear Madeleine, I think I have a generational disconnect going on. I am a millennial (though I was born in 1981, so many people think I am GenX) and I supervise a lot of young people right out of college—classic GenZ people. I am really struggling with this notion of privilege. When I was a…

Learn how the Blake Mouton Grid helps balance concern for people and production to improve leadership effectiveness and team success in your organization.