Margery Weinstein

A recent study shows managers’ performance suffered during the pandemic when most were operating virtually for the first time. They turned inward and became task-focused at the expense of relationship building, the study found.

The pandemic taught us that, as much as we are stimulated by in-person interactions, we need a balance that includes boundaries—both physical and in the number and kind of interactions we have with colleagues and those we live with.

A workplace filled with brains that work in an array of ways is a good thing as long as colleagues are well-matched and each individual is in a job that complements the way their brain works.

Leaders need to have conversations about the negative consequences of mental health challenges and about what employees need to thrive mentally and emotionally.

Should the workload and capacity of the employee to deliver assignments on time be the deciding factor for who is assigned a junior employee for support? Or should the decision on where to add a new hire relate more to which department brings in the most money?

A new service, Lioness, is helping employees tell the world about bad-boss experiences. Here are some tips to help identify those toxic managers.

How to ensure your employees’ focus is on your customers’ comfort, not just their own.

Some employees may be waiting out the pandemic before looking for a new job. What is your organization doing to ensure they stay put?

Rather than have a manager calling to congratulate or complain every day or week about numbers or metrics, I would prefer a manager who gives guidance on how we can continue to do better.

Is not requiring vaccination the most sensitive and evolved approach for companies to take?