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.

There are not many good books on retention. This one is under 100 pages and I am buying copies for clients.

A simple date error repeated across 20 employees is a potential $60,000 fine. Here is how to get I-9s right.

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

Every client we work with gets a copy. Not as a gift-with-purchase — because it changes how they think about their people.

Two federal laws changed what employers owe pregnant and nursing employees. Here is the plain-English version.

I never thought I’d write about “The Office” for work. Ten thousand hours of research says otherwise.

A restaurant book, read by an HR person. What if we did unreasonable things for our employees the way Eleven Madison Park did for its guests?

Two weeks a year of working from anywhere. Same hours, same responsibilities, different view. It costs you almost nothing.

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

Do you need to contact employees under non-competes? Do you stop having new hires sign them? My answer changed in the space of a week.

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.

Before you stop reading because a four-day week is impossible — look at what happened when 61 companies actually tried it.

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