by Brian Thacker | Aug 28, 2026 | Business
An employee survey creates an expectation that someone will read the responses and decide what to do. Follow-up should explain the main themes, what the organisation will change and what it cannot currently promise. Plan that follow-up before asking the next set of...
by Brian Thacker | Aug 22, 2026 | Business
A hybrid meeting brings people in a room together with colleagues joining remotely. It works when everyone can hear, understand the material and contribute to the same discussion. A video link alone does not guarantee that experience. Start with the purpose and the...
by Brian Thacker | Aug 14, 2026 | Business
Repeated conflict between two team members can disrupt work and affect the people around them. A manager should take the concern seriously, understand the behaviour involved and choose an appropriate response. Do not assume every clash is a mutual personality problem....
by Brian Thacker | Aug 9, 2026 | Business
Clear expectations give someone a reliable understanding of the result, the boundaries and the support available. Micromanagement often appears when these things remain vague and the manager tries to compensate by checking every small decision. Start by agreeing what...
by Brian Thacker | Aug 3, 2026 | Business
A 15-minute team meeting works best when it has a narrow purpose: align priorities, surface obstacles and agree immediate actions. It is too short for a detailed project review, a sensitive conversation or a complicated decision that requires preparation. Decide what...
by Brian Thacker | Jul 24, 2026 | Business
Before adding a task to someone’s workload, establish what is already there and what capacity remains. A new request can look small in isolation while competing with deadlines, recurring work and commitments that are less visible to the manager. A workload...
