It’s a new year, a new decade, and at Psychological Associates, it’s time for a new and improved version of our flagship leadership development program. Introducing Q4 Leadership: The People Skills Advantage! This workshop combines the latest in instructional design with the pragmatic leadership skills that have been our bedrock for more than 60 years….
Poor Performance When an employee’s performance is sub-par, how do you discuss it without offending him? And how do you motivate him to actually improve performance rather than just giving it lip service? Master this and you’ll learn a key leadership skill! In this case example, we’ll explore several alternatives for managing poor performance. We’ll…
An Employee Retention Problem When you have invested a lot of time to train and develop someone, and you find out that they are thinking of leaving your organization, it can be very disappointing, costly, and frustrating. In this case study we explore this problem, and provide 4 actionable, low-cost strategies for employee retention. The…
Avoidance is Never an Effective Conflict Style to Choose. Conflict is not pleasant. Many employees avoid it so they don’t have to endure arguments and disagreements. However, avoidance is never an effective conflict style to choose. Avoiding conflict often causes problems down the road. Better to suffer a little discomfort up front and ward off…
Let’s turn the page to another installment of our Q4 Leadership Library, where our consultants review leadership books. This month, Vice President of Organizational Consulting Dr. David Rowan reads The Surprising Science of Meetings by Steven Rogelberg. The Surprising Science of Meetings: How You Can Lead Your Team to Peak Performance In a way, meetings…
Lack of Commitment Have you ever thought you had a coworker’s commitment to something, but then realized you didn’t? Did you misread your colleague? Did he say he agreed when he really didn’t, to avoid a conflict? How do you know when employee commitment is genuine? And when it isn’t, how do you overcome lack…
Today’s scenario is about how to deal with a demanding boss who wants results at all costs, without concern for his people. Or, as some might call it, a cruel or ruthless supervisor. The Situation: Dealing with a Cruel or Ruthless Supervisor Jake is a middle manager at a tech firm. He tries to employ…
Opposition to Change How do you deal with an employee who prefers the status quo and is resistant to change? Do you force them to change? Should you let them be? Or is it best to take a more collaborative approach and, if so, what does that look like? In this case study, you’ll learn…
It’s time for another installment of our Q4 Leadership Library, where our consultants review leadership books. This month, Vice President of Organizational Consulting Dr. Emily Ingalls reads The Making of a Manager by Julie Zhuo. The Making of a Manager Do you remember what it felt like to be a new manager? For some of…
Underperforming Employee Our case study today looks at how do you deal with an underperforming employee. Do you sternly tell him what he needs to do or else? Should you express your concern and leave it to him to fix it? Or is it best to lightly mention the concern, so as not to offend…
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