Workplace gossip about the boss often points to a decision nobody explained. Learn how to read it, what to say, and how to run a 2-minute rumor check.
How to Lead a Meeting: 5 Lines That Get to a Decision
Learn how to lead a meeting that ends in a decision, with 5 lines for the opening, the debate and the close, plus what to say when someone hijacks it.
5 Coaching Mistakes Managers Make
Learn the 5 coaching mistakes managers make in one-on-ones, from advice disguised as questions to skipped commitments, and what to say instead.
How to Handle a Disrespectful Employee as a New Manager
A disrespectful employee is testing where your line is. Learn the 4-step calm correction to reset the room and follow up in private the same day.
The Update Trap: Why Good Status Updates Cost You Authority
Status updates to leadership can quietly cost you authority. Learn the Decision Line framework and the four moves that get you read as a peer.
Reading the Room: The Three Questions and the First Two Minutes
Reading the room is a skill, not a trait. Three questions to run in any meeting, plus the five things that decide your credibility in the first two minutes.
The Great Flattening: How to Manage a Team That Doubled in Size
Your team went from 6 to 12 after a reorg. Here are six changes that make a wide span sustainable, from operating cadence to delegating decisions, not tasks.
How to Take Over a Team You Didn’t Build
Inheriting a team you didn’t build? Here’s the 90-day sequence that works: diagnose first, run a listening tour, fix one small thing, then lead the change.
How to Write a Leadership Philosophy (Values, Principles, Actions)
Your leadership values only matter if your team can see them in action. Learn the three layers of a leadership philosophy (values, principles, actions), the two rules for choosing values, and the 30-minute exercise to write your first draft before the next hard decision lands on your desk.
5 Mental Models for Managers, Borrowed from Charlie Munger
Charlie Munger’s mental models give managers a better way to think. Use inversion, incentives, circle of competence, hammer, and two-track analysis.
