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Power can weaken attention to others' perspectives even in those who gained it by understanding people. We examine changes in feedback and managers' decisions, and practices that help them stay connected to the team.
Read articleA measure tied to decisions and rewards may change not only reports but the work itself. Using hiring and engagement examples, we examine Campbell's law and ways to separate diagnosis from management pressure.
Read articleA manager may mistake their own views for the whole team's opinion. The false consensus effect explains unpleasant surprises in engagement surveys and why intuition needs to be checked against real feedback.
Read articleIt is easy to credit good results to our decisions and blame setbacks on circumstances. The illusion of control hinders learning; examining context, chance and alternative explanations helps assess a manager's contribution more accurately.
Read articleAnother person's management problem can be easier to analyze than your own. Solomon's paradox explains psychological distance and the value of mentoring, coaching and discussing decisions with peers.
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