SkillScouter

The most polarizing meeting in business: 1 on 1s. Done well, they drive your team forward. Done poorly, they're a complete waste of time. I'm a believer. And I've trained 1000s of leaders on how to make them unmissable. Answer these 5 questions to fix yours:

You will not agree with every business decision, but you're expected to support it anyway. Many leaders settle for two bad options: fake enthusiasm or passive protest. Effective leaders know there's a third. Here are 3 tests for leading through change you don't believe in:

Free coaching tomorrow! The People People Group (@1Hauck) have invited me for an AMA. Bring your toughest management cases and leadership topics. Please join us @ 11:30 AM ET. RSVP here: luma.com/6h9mzd30

Business is moving faster than ever, but your team can't seem to keep pace. Speed doesn't come from pressure alone. If your team's urgency isn't translating into impact, diagnose the root cause first. Here are 10 reasons why work slows, and the fix for each:

An CEO I work with was about to pay a premium for a retained search, but he wasn't ready. The red flag: He told me he could be flexible on the profile. Here are 6 things I'd do BEFORE you pay a recruiter:

One executive I coach asks every candidate: “What would your last manager say you need to work on?” Self-aware people answer fast. Coachable people answer honestly. Everyone else says “I work too hard.”

Most managers fall into the same 5 traps. Some come from good intentions. Others from our hardwired biases. Neither is your fault. But you and your team suffer if you don't learn how to avoid them. Here's your map:

The most common question I get from leaders: when should I give up on my underperformer? They think they're coaching effectively, but nothing is changing. And every day that passes put an extra burden on the rest of the team. Here are the 7 questions I ask to help them decide:

As a new manager, my biggest regret is how long I waited to lead. I thought I needed permission. Or perhaps more training. Meanwhile, my boss was just waiting for me to show them I had what it takes. Here are 9 ways anyone can start leading:

Most leaders know they need to delegate, but hide behind common excuses: - It's faster if I do it myself. - It won't be done as well. - My team is overworked. Here 5 simple tests for delegating 98% of the right work to the right person (run them in this order):

The most consistent complaint I hear from leaders: "I just don't have enough time." Harsh truth: You have plenty of time, you're just not using it well. Let me fix it in one focused hour a day. Here's your schedule:

7 leadership lessons I learned the hard way. I lived them so you don’t have to:

Counterintuitive advice: always grill the hiring manager when interviewing for a role. If they can’t paint a vivid picture of what it takes to win, run as fast as you can. You're looking for the right role, not just any job. Here are 5 questions to get you started:

If you want to get promoted, this is your playbook:

The average manager could become an exceptional leader by setting clear expectations and giving weekly feedback on them for a year.

Don’t waste your time assigning blame. Figure out “what’s true” so you can decide what to do about it. A few of these might not be what you want to hear. But just because they might be unpleasant, doesn’t mean they're not your problem. Here are 7 preventable causes of burnout:

The easiest way to ruin your best employee: promote them to manager. It seems like the obvious move. But what made them great might hold them back. Worse, we rarely prepare them for what's expected. Here's how to avoid setting your new managers up for failure:

Your success as a leader is built on your courage to say what others won't. Mediocre managers hide behind "being nice." Leaders embrace discomfort. They're direct. Clear. Focused on winning. Both know they should say something. Leaders are the ones who say it.

Want your team to changes? Run more experiments: - Problem: What's broken - Solution: What we think fixes it - Number: How we'll measure success - Deadline: Keep it or kill it Policies are permanent and get pushback. Experiments are scientific and get support.