Four questions about the person they report to. Do you know what your employees would say?

“I don’t need to justify caring. How do you justify not caring?” The conversation that changed how I think about leading.

Job security isn’t a policy you write. It’s the accumulated impression of how you handle mistakes, how you hire, and what you say about the future.

The myth is that younger workers need daily feedback. What they actually want is your attention — time with their manager.

A 100-person company replaced its second-most-important executive and never sent a memo. They assumed people knew. People didn’t.

You have a vision. Has anyone told Jane how her work makes it possible? If not, she thinks she just does the admin job.

Buy your team a book. Walk through it over two lunches. That’s it — you just built a leadership development program.

The decisions you make with your people during an uncertain stretch will shape the next two years. Four ways to lead through it.

“I have anxiety and need to take some time off.” A dozen questions hit you at once. Here is where to start.

50% of CEOs say they spend too much time on employee issues. Lencioni’s answer is that being smart is only half the equation.

If I took ten of your employees to lunch without you and asked them to rate their wellbeing at work, what would they say?

The way we approach work doesn’t match how our brains are wired. That mismatch is what disengagement actually is.

Every issue at that owners’ meeting was about stressed and difficult employees. Nobody in HR was surprised.

Only 31% of people are engaged at work. Marcus Buckingham has a theory about why, and it starts with what people love doing.