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Group Coaching Beats One-on-One Advice: Why Managers Learn Faster TogetherMost executive coaching happens one person at ...
27/08/2026

Group Coaching Beats One-on-One Advice: Why Managers Learn Faster Together

Most executive coaching happens one person at a time, behind closed doors, and it is one of the most expensive ways to develop a group of managers I know of. It is also, in most cases, not the fastest way to build better leaders. Group coaching usually is. This is not the popular opinion in a market that loves the word "personalized." But I have run enough coaching sessions with six to ten managers in a room, working through real problems together, to say this plainly: managers learn leadership faster from watching each other struggle with real problems than from a private conversation where they never see how anyone else handles the same situation....

Most executive coaching happens one person at a time, behind closed doors, and it is one of the most expensive ways to develop a group of managers I know of. It is also, in most cases, not the fast…

Managing Yourself Before You Can Manage Anyone ElseEvery company wants to fix how its managers lead people. Almost none ...
25/08/2026

Managing Yourself Before You Can Manage Anyone Else

Every company wants to fix how its managers lead people. Almost none of them start by fixing how those managers lead themselves. This is the mistake behind most failed leadership programs, and it happens quietly. A manager cannot run a clear team meeting if they cannot run a clear calendar. A manager cannot hold someone accountable to a deadline if they cannot consistently meet their own. A manager cannot model composure under pressure if they have never learned to manage their own priorities under pressure. We ask managers to lead others before we ever ask whether they can lead themselves....

Every company wants to fix how its managers lead people. Almost none of them start by fixing how those managers lead themselves. This is the mistake behind most failed leadership programs, and it h…

How to Improve Manager Performance in 90 Days: Stop Training for Attendance and Start Training for BehaviorIf the main p...
21/08/2026

How to Improve Manager Performance in 90 Days: Stop Training for Attendance and Start Training for Behavior

If the main proof that your manager training worked is a group photo and a satisfaction score, you do not know whether your manager training worked. You know people attended. That is different. Companies spend time and money developing managers because they want better results: stronger ownership, clearer communication, faster ex*****on, better coaching, fewer avoidable escalations, improved employee performance, and more effective use of technology. Yet many programs measure the easiest things. Attendance. Completion. Reaction. Certificates. Those measures are not useless. They are simply far from the business outcome. If you want to know how to improve manager performance, begin by defining what better management looks like in observable behavior....

If the main proof that your manager training worked is a group photo and a satisfaction score, you do not know whether your manager training worked. You know people attended. That is different. Com…

Middle Managers Are Not the Problem. They Are the Missing Link Between Strategy and Results.Senior leaders create strate...
19/08/2026

Middle Managers Are Not the Problem. They Are the Missing Link Between Strategy and Results.

Senior leaders create strategy. Employees do the work. Middle managers live in the uncomfortable space between the two. They translate priorities, make trade-offs, answer questions, solve problems, coordinate across departments, coach employees, manage deadlines, absorb pressure, and explain why the plan changed again. Then, when ex*****on breaks, middle management gets blamed. Too bureaucratic. Too slow. Too operational. Not strategic enough. I think that diagnosis is often lazy. Middle managers are not automatically the problem. In many organizations, they are the missing link that has never been properly developed. Leadership development for middle managers matters because strategy does not execute itself....

Senior leaders create strategy. Employees do the work. Middle managers live in the uncomfortable space between the two. They translate priorities, make trade-offs, answer questions, solve problems,…

The Universities That Teach Students How to Work Will Win the Next Enrollment RaceFamilies do not invest in college only...
14/08/2026

The Universities That Teach Students How to Work Will Win the Next Enrollment Race

Families do not invest in college only for a graduation photo. They invest in the hope that education will lead to a meaningful future. Universities have always carried a larger mission than employment alone. They develop knowledge, character, citizenship, and the capacity to think. But students and parents also ask a direct question: “Will this education help me succeed after graduation?” That question is becoming harder to answer with general promises. Employers are changing roles, adopting AI, reorganizing work, and expecting new hires to contribute sooner. Universities that make the bridge from classroom to workplace visible can strengthen both student outcomes and institutional reputation....

Families do not invest in college only for a graduation photo. They invest in the hope that education will lead to a meaningful future. Universities have always carried a larger mission than employ…

Stop Sending Managers to Training They Will Forget by FridayThe workshop was excellent. The participants were engaged. T...
12/08/2026

Stop Sending Managers to Training They Will Forget by Friday

The workshop was excellent. The participants were engaged. The evaluation forms were glowing. Then everyone returned to work, opened an overflowing inbox, and behaved exactly as before. This is the uncomfortable truth behind a great deal of corporate training: a successful event is not the same as successful development. Companies often measure what is easy to count—attendance, satisfaction, certificates, and completion. None of these proves that a manager now delegates better, gives clearer feedback, handles conflict earlier, or uses AI responsibly. Knowledge matters, but workplaces do not improve because managers heard a good idea....

The workshop was excellent. The participants were engaged. The evaluation forms were glowing. Then everyone returned to work, opened an overflowing inbox, and behaved exactly as before. This is the…

92% of CHROs Expect Greater AI Integration. The Research Says the Human Variable Is What Determines Whether It Works.SHR...
07/08/2026

92% of CHROs Expect Greater AI Integration. The Research Says the Human Variable Is What Determines Whether It Works.

SHRM’s 2026 CHRO Priorities and Perspectives report found that 92 percent of CHROs anticipate greater AI integration in workforce operations, while 84 percent expect upskilling in AI-specific skills to increase. These are near-universal expectations. And they align with what every major technology vendor, consulting firm, and business publication is saying: AI integration is not a question of if, it is a question of how well. The “how well” question is where the research diverges from the expectation. Because the evidence is consistent and specific: the variable that most determines how well AI integration produces the outcomes it was funded to produce is not the quality of the AI....

SHRM’s 2026 CHRO Priorities and Perspectives report found that 92 percent of CHROs anticipate greater AI integration in workforce operations, while 84 percent expect upskilling in AI-specific skill…

73% of Employees Say Lack of Trust Is the #1 Driver of Workplace Conflict. The Manager Creates It or Destroys It Daily....
05/08/2026

73% of Employees Say Lack of Trust Is the #1 Driver of Workplace Conflict. The Manager Creates It or Destroys It Daily.

State of Conflict in the Workplace research, cited in 2026 leadership and mindfulness studies, found that 73 percent of employees identify lack of trust as the primary driver of workplace conflict — ahead of personality clashes, poor communication, and unclear expectations. Not behind those things. Ahead of them. This means that for nearly three quarters of the employees in any organization experiencing significant workplace conflict, the root issue is not that people dislike each other or cannot communicate. It is that they do not trust each other — and specifically, that they do not trust the system, the decisions, or the manager who represents both....

State of Conflict in the Workplace research, cited in 2026 leadership and mindfulness studies, found that 73 percent of employees identify lack of trust as the primary driver of workplace conflict …

Leadership Development Is CHROs’ #1 Priority for the Second Year Running. The Method Still Isn’t Working.SHRM’s 2026 CH...
31/07/2026

Leadership Development Is CHROs’ #1 Priority for the Second Year Running. The Method Still Isn’t Working.

SHRM’s 2026 CHRO Priorities and Perspectives report found that 46 percent of CHROs cite leadership and manager development as their top priority — for the second consecutive year. Two years at the top of the list. Two years of budget, attention, and organizational commitment. And engagement is still falling. The pipeline is still thin. Managers are still burning out at 87 percent weekly. First-time managers are still failing at 60 percent within two years. The priority is right. Something about the method is not. What two years of #1 priority has produced…...

SHRM’s 2026 CHRO Priorities and Perspectives report found that 46 percent of CHROs cite leadership and manager development as their top priority — for the second consecutive year. Two years at the …

51% of Workers at Ineffective Organizations Plan to Leave Within a Year. The Math Points Straight at the Manager.SHRM’s ...
29/07/2026

51% of Workers at Ineffective Organizations Plan to Leave Within a Year. The Math Points Straight at the Manager.

SHRM’s 2026 State of the Workplace report contains a retention equation that every business leader should have on their desk. Among workers who believe their organization is ineffective at addressing workplace needs, 51 percent are at least somewhat likely to leave within the next year. Among workers who believe their organization is effective, 91 percent report job satisfaction. Those two numbers describe the same workforce, split by one variable: whether they experience their organization as effective or ineffective. And the primary determinant of that experience, in every piece of research on the question, is the quality of their immediate manager....

SHRM’s 2026 State of the Workplace report contains a retention equation that every business leader should have on their desk. Among workers who believe their organization is ineffective at addressi…

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