Question: Last week, I received a negative review from a former employee on Glassdoor. To be honest, I was hurt by the comments and feel the employee was using Glassdoor to lash out in anger. Now that some time has passed, I feel that I should take action. Any advice on how to respond and where to start?
Question: I’m a new manager at an accounting firm. I hear a lot of advice about how leaders should listen. Can you give me some guidance on how to be this effectively? I’m not sure where to draw the line between letting everyone give input and making a decision that may be unpopular.
Question: I am the Regional Director of a pharma company with about 75 employees. Two years ago, we hired a sales producer who came to us with an outstanding portfolio of industry experience. She’s proven herself to be a self-starter, a hard worker, and one of our leading achievers. The problem is, no one else wants to work with her. She’s arrogant, pushes for special treatment, and creates drama everywhere she goes. I’ve tried coaching and conflict resolution which seems to work for awhile, but she keeps sliding back into her old self. What advice can you share for how to handle this toxic performer?
Question: I work for a large college in southern California in the Procurement Department. I love my job and am proud of the work we do. Most of our staff is in their 40’s and early 50’s. We just learned that we’re getting a new manager who is in her early 30’s. Can you give me some tips for what to expect from her as a boss?
Question: I’m a junior partner in a mid-sized law firm. I have nearly 4 years of experience in transactional (non-litigation) law. I feel I am ready to advance in my career, and would like to find a mentor to help me get to a leadership position. There are many senior partners at our firm who may be good candidates, but I’m not sure how to begin. Any advice?
Question: My company starts the year by assigning every employee 10 – 12 goals. We do a pretty good job of keeping on track with those for a couple of months before we start to derail. New projects come up. Client demands change. Or, the CEO just decides to take us in a new direction mid-year. By the end of the year, almost nothing on our performance review resembles what we did during the year. Do you have any suggestions for how to get out of this pattern? P.S. I’m the Director of HR!