Whether it is financial modeling, software engineering, or complex project management, hard skills are what get you noticed and promoted. But as you climb the ladder, a surprising shift occurs: technical competence becomes table stakes, and your ultimate success hinges on something else entirely.

Research in a recent Harvard Business Review article highlights a growing leadership gap. Too many managers rely on hard skills that no longer match executive demands, viewing interpersonal abilities as optional “soft skills.”  In reality, abilities like active listening, empathy, and building trust are core people power skills—the fundamental drivers that move a leader from merely managing performance to inspiring and mobilizing people.

When leaders lack people power skills, organizational friction quickly follows. Hybrid teams misread tone, feedback turns defensive, and employees hesitate to voice new ideas. In meetings, a leader’s casual “Any thoughts?” is often met with complete silence—mistaken for agreement when it actually signals an erosion of psychological safety. Innovation stalls because the best ideas never make it into the room.

Fortunately, people power skills are learnable and trainable habits. Here are three practical strategies to develop yours:

• Conduct Leadership Listening Tours: Meet employees where their daily work actually happens: through small group conversations or informal one-on-ones. Listen with a deliberate focus on understanding friction points, rather than rushing in to solve them immediately.
• Practice Empathy Shadowing: Go beyond surveys by experiencing workplace processes firsthand. Shadowing front-line team members or observing customer touchpoints reveals systemic hurdles, tech glitches, and human workarounds that reports completely miss.
• Engage in Reverse Mentoring: Intentionally flip the dynamic by asking junior team members or colleagues with different lived experiences to mentor you. Pioneered by executives looking to understand emerging technology or diverse workplace perspectives, reverse mentoring uncovers blind spots outside your natural view.

Ultimately, technical expertise may earn you a promotion into leadership, but people power skills determine how effectively you sustain that impact. Don’t outsource humanity—lead with it.

*Ideas for this blog taken from: Gotian, R.  “Why Leaders Need “Power” Skills,” Harvard Business Review online, April 15, 2026.

For example:

“What’s the culture really like?”

“What are do’s and don’ts around the Big Bosses?”

“What do I need to do to get promoted?”

These are the kinds of questions that a good mentor can help you answer.  Unfortunately, mentoring is a huge blind spot for most organizations.  While I always encourage students to do their best to seek out a mentor in their first jobs after college, it is a much better process when mentoring is sponsored by the organization.

Following are some ideas from a recent article in Harvard Business Review on how you can create a mentoring culture in your organization:

• Normalize “Opt-Out” Access: Shift from an opt-in model to a default “mentoring-for-all” approach where everyone is automatically assigned a mentor unless they explicitly choose to decline. This means integrating peer and reverse mentoring directly into standard onboarding.
• Integrate with Daily Management: Mentoring shouldn’t sit in an HR silo. Line managers must be trained to identify development gaps that mentoring conversations can solve and weave these reflections directly into regular performance check-ins.
• Cross-Pollinate Teams: To maintain objectivity and psychological safety, mentors should always sit outside an employee’s direct line of command. Imagine an operations leader mentoring a rising marketing star, or a finance administrator reverse-mentoring the CEO.
• Track the Macro ROI: Look beyond immediate individual goals. Connect the data from your mentoring engagement directly to high-level organizational health metrics like employee retention, internal mobility, and overall well-being.

When mentoring becomes a fundamental habit rather than a selective perk, companies build a far more resilient leadership pipeline. By keeping support accessible to everyone, you ensure your top talent never has to navigate the organization in the dark.

*Ideas for this blog taken from: Lopata, A.  “Weave Mentorship into the Fabric of Your Organization,” Harvard Business Review online, January 9, 2026.

A new challenge and a new opportunity.

Regardless of the quality of the relationship you had with your former boss, you are best off assuming that there will be changes – and remaining open-minded about those.

If your new boss is an insider, then maybe you already have a relationship that you can build on.

But a new boss from the outside is a special situation.  While a boss transition brings undeniable disruption, it also delivers a rare gift: a completely clean slate. Here are some ideas from a recent article in Harvard Business Review on how to grab the steering wheel and make the transition work for you:

1. Your First Impression.  A new manager has no history with your past mistakes, old patterns, or previous workplace struggles. Because people form lasting judgments within seconds—a psychological phenomenon known as “thin-slicing” – you must be intentional about your visible behaviors from day one. Decide what you want to be known for moving forward.

2. Provide an Executive Briefing.  Your new boss is likely drinking from a firehose, navigating enormous complexity while trying to evaluate their new team. Help them orient faster by sending a concise, well-crafted briefing before your first meeting.

3. Decode Their Working Style Fast.  Don’t wait for your new boss to volunteer their operating preferences. Proactively initiate a conversation early on to align your workflows. Ask targeted questions to clear up any ambiguity:

• What are your top priorities in the short and medium term?
• How often do you want to meet and what would you like me to prepare for each meeting?
• How would you like us to communicate – email, text, phone, Slack?

4. Choose Cohesion Over Competition.  Leadership transitions often trigger a survival instinct among colleagues, leading to political jockeying for position and resources. Resist this pull. Reach out to your peers proactively to resolve overlapping responsibilities before your manager walks into them. Standing out as a unifying, mature team player builds immediate executive trust.

Taking a passive “wait-and-see” approach during a transition is a major risk. By actively managing up, you can successfully turn leadership uncertainty into a powerful launchpad for your career.

*Ideas for this blog taken from: Smith, D. D.  “The Keys to Succeeding Under a New Manager,” Harvard Business Review online, May 18, 2026.

You may be telling yourself that this is just a short-term issue and that things will work out.

But maybe not.

According to research from Deloitte, nearly 70% of senior executives are seriously considering leaving their positions for the sake of their well-being. In this high-pressure environment, the traditional advice of “building resilience” often falls short. When chronic adversity is the norm, exhausted professionals don’t need stronger armor—they need to make a change.

The change that many executives are taking on is a complete redesign of their jobs.

Why is this necessary?  Top jobs often become unsustainable because of the incremental addition of “one more responsibility” and the desire by many top leaders to “flatten” the organization by adding more and more direct reports to a position.  The people who get “flattened” are the ones who end up with too many direct reports than they can handle – while also doing their own job.

If you want to redesign your job, here are some steps to follow, based on a recent article in Harvard Business Review.

1. Re-examine the Role’s Core Requirements

Modern leadership roles often cling to outdated norms of constant availability and “heroic individualism”. Step back and ask: What is the most important responsibility in this role?  List out the top three requirements of the job.

2. Conduct an Internal Inventory

Once you clarify what the role truly needs, you must understand what you require to thrive. Be honest about what energizes you and what drains you consistently. Identify your “superpower space”—the work where you provide your highest value and best use. Focus your redesigned job on the core requirements where you provide the most value.

3. Implement Your Redesign

The final step is translating these insights into a specific action plan. This will require intentional shifts in a few key areas. Maybe you need to manage differently.  Maybe you need to renegotiate  the expectations that your boss has for you.

At the end of the day, this is a prioritization exercise: prioritization of your most important work and prioritization of your life.  Keep in mind, you are not only making this job more sustainable for yourself, but also for the next person who takes on this position.

*Ideas for this blog taken from: Eikenberg, S. & Martignetti, T.  “What To Do When Your Senior Role Feels Totally Unsustainable,” Harvard Business Review online, January 21, 2026.

Here is a way that you can reboot your work-related Resolutions and move your career forward.

The following three-step exercise was taken from an article in Harvard Business Review.  The Press Pause, Play It Back, and Fast-Forward framework provides a way to turn your past experiences into future progress.

1. Press Pause.  Slowing down is often what helps us eventually speed up; zooming out provides the perspective necessary to propel us forward. By identifying successes, you can stretch your strengths; by spotting mistakes, you learn rather than repeat them.  Action: Quiet Questions. Find a quiet environment where you won’t be interrupted. Set a five-minute timer for each of the following questions to think deeply and avoid recency bias:

• When have I learned the most this year?
• What do I feel most proud of?
• Who has helped me at my best?
• How have my strengths helped me succeed?
• What is the one thing I wish I had done differently?

2. Play It Back.  Reflection is most effective when it includes others. Peers often spot insights we miss, and sharing thoughts aloud creates a level of clarity that is otherwise difficult to achieve.  Action: Peer Playback Prompts. Choose a trusted colleague to be your playback partner. Schedule time to answer these prompts together, listening to and learning from each other’s experiences:

• What three words describe your last year?
• What have you found to be most fulfilling and most frustrating?
• When were you at your best this year?
• What “confidence gremlins” (limiting beliefs) got in your way?

3. Fast-Forward.  The final priority is turning awareness into specific action. Instead of creating unrealistic, demotivating to-do lists, be pragmatic about what is possible.  Action: Focus Finder. Complete these definitive “I will” statements and save them somewhere you will see them frequently:

• One learning goal I will make progress on:
• One habit I will commit to:
• One person I will have a curious career conversation with:
• One way I will support someone else:
• One mistake I won’t make again:

New Year Resolutions are often overwhelming.  This simple process, resulting in just a few important next steps, can reboot your Resolutions and provide some insights to move your career forward.  What a nice new year gift you can give to your career!

*Ideas for this blog taken from: Tupper, H. & Ellis, S., “How to Create Your Own ‘Year in Review’,” Harvard Business Review online, December 14, 2023.

AI is going to replace a lot of jobs.

But some functions cannot be replaced by Artificial Intelligence.  Those include leadership and management roles.

Think of some of the management challenges you have faced with individuals and teams over the years.  If you asked an AI Agent (e.g., Claude, Gemini, Pilot) about these, how do you think they would have answered?  I have tested various AI agents with different management challenges and they usually provide some interesting ideas – but are very light on specifics.

While I consider myself an overall AI fan, AI cannot do everything.  An AI Agent cannot give you a definitive answer on most management challenges and here are some of the reasons why:

• Each of us have unique personalities. Based on your personality makeup, there are some leadership actions that may be comfortable for you and others may not.
• Each of your team members have different personalities. Some actions you take will work with some people, but will not work with others.  We can all think of examples in which – simply based on personality differences – we have had a hard time with some team members.  Similarly, there are examples in which it has been very easy to manage someone.
• A lot of leadership comes down to the quality of the relationship you have been able to establish with each individual person and your entire team. Based on your relationship, there are some things that you can get done with your team that no one else could possibly do.
• An AI Agent doesn’t know what works in your organization culture and what does not. This is something that you learn over time.  Some ideas on addressing a management challenge might work at IBM, but not Apple, for example.
• Similarly, there are global cultural differences to consider. What works for IBM in the US may not work for IBM in Japan.
• And finally, leaders are aware of possible unique circumstances of the moment. If you know a team member pretty well and they are acting out of character, then you will approach an issue differently.

Understanding these nuances and contextual differences are all part of our very human Emotional Intelligence, such as empathy.  Leaders are wise to invest time in further developing our Emotional Intelligence – a key to leadership effectiveness.

In addition, take the time to invest in your relationships with your team.  Treat people with respect and be honest with them.  Developing an even more trusting relationship will help you go far as a leader and as a team.

Are you seizing the day or sleepwalking through it?

Are you maybe feeling a bit “meh” at work?

Even the most dedicated professionals hit a wall. When work feels like a monotonous routine, or a sense of “fine” replaces genuine fulfillment, it’s a clear sign you’re in a slump.

The good news, according to a recent Harvard Business Review article, is that you can proactively reignite your motivation with a few key strategies.

1. Invest in Your Growth. Look over your last performance review and identify some professional development activities which excite you.  Connecting your proposal to your review will make it easier to convince your boss to support you.
2. Schedule Time with Work Best Friends. Make a point to regularly connect with the people you like best at work. This could be lunch meetings or just taking a walk together in the afternoon.  Work friendships make us more engaged and fulfilled with our jobs.
3. Create an Inspiring, Challenging New Project. What cool new project could you dream up that meets the organization’s priorities, but had not been on your radar screen? Brainstorm this with some of your work friends to see what they think.
4. Track and Record Weekly Successes. We are often so busy getting ready for the next week’s list of challenges that we do not take time to review and really savor what we accomplished the prior week. Create a list of your key successes at the end of every week.  Review these along with your “to do” list during the next week.

A career slump is a common experience, but it doesn’t have to be a permanent state. By taking control and proactively engaging in these strategies, you can find a renewed sense of purpose and motivation in your work.

*Ideas for this blog taken from: Goredema, O.  “In a Slump at Work?  Here’s How to Motivate Yourself,” Harvard Business Review online, March 28, 2025.

So here’s my feedback to those of you who fall into this category: It does not have to be this way!  You have the talent and skill to give very good feedback!

In this blog, we are going to focus on your team members who are doing pretty well (or even very well) but can be even better.  If you want suggestions on underperforming team members, please check out this blog on Performance Improvement Plans.

Following are some suggestions on how to give effective feedback, with some ideas from a recent Harvard Business Review article.

1. Change Your Mindset. Providing feedback is an opportunity for you and your team member to collaborate on their professional development. We all know that we can improve and progression in our careers depends upon this.  Proactively schedule at least two feedback meetings per year and make sure you have funding to send team members to professional development programs.
2. Ask Them to Initiate. Prior to each meeting ask: “Please send me three ideas you have for improving your performance. These can be ways in which you can improve and/or ways you can become even better at some of your responsibilities.”  Review these ideas prior to the meeting.
3. Set the Big Picture Context. As you begin the meeting, remind them of the purpose: “As you know, I am committed to supporting you with your continuous improvement and professional development. Let’s discuss ways that you can continue to improve and grow.”
4. Discuss their Ideas First. Ask them to explain more about the ideas for improvement that they sent you. Ask them for Action Plans for working on each idea.  Offer support for training if that would be helpful.  If you have additional ideas, just suggest only one per meeting: “I also suggest that you consider working on . . .  What do you think?”
5. Make Sure it is a Dialogue, Not a Monologue. Listening is just as important as speaking. This dialogue builds trust, and it often uncovers critical information that you might have missed.

Giving effective feedback is a learned skill, not an innate talent. By adopting these five suggestions, you can move beyond your apprehension and build a culture of open communication, continuous improvement, and mutual respect.

*Ideas for this blog taken from: Fernandez, M.  “4 Strategies to Help New Leaders Give Feedback, Harvard Business Review online, July 15, 2025.

Career expectations have shifted dramatically in recent times.

Once upon a time, people joined an organization and planned to spend many years there with successive promotions.

These days we need to be much more nimble.  It is healthy to prepare for multiple career “pivots” over time.  The disruption of Artificial Intelligence in the workplace makes building our career resilience even more important.

As highlighted in a recent Harvard Business Review article, building true career resilience involves proactively preparing for the unexpected and staying grounded through change.

So, how can you cultivate this essential resilience in your career?

1. Cultivate a Diverse Network: Your professional connections are a vital safety net. Connect with people across various industries, roles, and levels, both within and outside your current organization. This isn’t just for job hunting; it’s about learning, sharing insights, and building genuine relationships that can offer support and opportunities when you least expect it. Prioritize nurturing these connections, even when your career feels stable.
2. Develop a Growth Mindset: Embrace learning as a continuous process. The world is constantly changing, and so should your skills and knowledge. Be open to new challenges, seek out diverse experiences, and view setbacks as opportunities for growth rather than failures. This adaptability is crucial for pivoting effectively when circumstances demand it.
3. Prioritize Your Well-being: Resilience isn’t just about professional acumen; it’s deeply tied to your personal well-being. High-achieving professionals often sacrifice self-care in pursuit of success, but neglecting your physical and mental health can hinder your ability to cope with stress and change. Schedule time for activities that recharge you, ensure adequate rest, and seek support when needed.
4. Plan for Uncertainty: While you can’t predict the future, you can prepare for various scenarios. This includes building a financial cushion, maintaining an up-to-date résumé and professional brand, and continuously exploring potential pathways for your career. As the HBR article suggests, “Apply before you need to” – exploring options early reduces stress and increases control when making a move.
5. Reframe Your Expectations: A shift in plans isn’t a failure; it’s an opportunity for agility. Your next career move might look different than anticipated, but it could lead you further than you imagined.  Trust in your ability to navigate uncertainty and avoid burning out by trying to outrun it.

Building career resilience means being strategic and intentional with yourself and others.  It’s about trusting your capacity to adapt, grow, and thrive, no matter what challenges come your way.

*Ideas for this blog taken from: Auger-Domínguez, D.  “How to Build Career Resilience in Uncertain Times,” Harvard Business Review online, March 25, 2025.

Is everything going “okay?”

Is “okay” good enough?

Every now and then it is healthy to take a “time out” and reflect upon our career situation.  Is it time for a change?  Here are some questions to ask yourself to help answer that question – based on a recent Harvard Business Review article.

1. Reflect over the past three months.

*How are you doing?  Objectively, how have you been performing?  Are you bringing your “A” game every day or mailing it in?

*How have you been feeling?  Energized?  Bored?  Stressed?

*What has occupied your thinking?  How have you been using your mental time and energy?

2.  Reassess your priorities.

*Make an updated list of your life goals.  What are your priorities?

*What are the most important values you want to follow at this point in your career?

*How do your values and priorities show up at work?

3.  Recalibrate your future.

*Maybe this reflection has shown you that you are good to go, right where you are with no changes.  Great – carry on.

*Or perhaps you see changes that you can make in your current job situation that will allow you to pursue your values and priorities more effectively.  If so, start at the margins and move forward.

*Maybe this is an “Aha” moment for you and it is time for a change.  Talk with trusted colleagues and consider retaining a career coach to help you move forward.  The best time to find a job is when you currently have one.  So take your time and explore the possibilities.

As Ferris Bueller once said, “Life moves pretty fast.”  It is healthy to take some reflection time every now and then to assess our situation.  If you decide you are good where you are, great.  But if it is time to make some changes, you can do so intentionally and effectively.

*Ideas for this blog taken from: Milner, J.  “Is Your Career Heading in the Right Direction?” Harvard Business Review online, October 17, 2024.