I'm in my first semester of college, working on a group project with three other guys. While we don't have an official leader, I often remind everyone to stay on track. We split our tasks democratically.

Our main issue is that while two of the guys are dependable, the fourth guy does nothing. We gave him a simple task—adding something to a database with a GUI—expecting that more complex tasks would be too difficult since he rarely attends lectures. It took him a week to realize he couldn't connect to the database server because he entered the wrong address, despite having a manual with step-by-step instructions. After another week with no progress, I asked the other two to handle it, and they did so promptly.

I realize it might have been demoralizing for him to get such an easy task initially, but we didn't know his skill level and planned to give him harder tasks gradually.

When we met in person to continue the project, he tried to contribute but mostly interrupted my work with unhelpful advice. He might have personal issues affecting his performance, but it's frustrating to constantly remind him and then be disappointed.

The three of us ended up doing all the work without his active contribution. I asked him to take screenshots of our solutions for his work protocol, so he has something to show.

I plan to note in the protocol that he lacked initiative, though his own protocol will likely reflect this.

My main concern is how to prevent such issues in the future. How can I foster a culture where I don't have to constantly remind everyone to do their tasks? Setting deadlines works for the other two but not for him. I'm also worried that reminding them might come off as condescending or arrogant.

Are there some sources where I could learn these kinds of skills? It will likely not be my last group project with them, as I'm getting along really well with them.

Hey y'all, I've been with my company for about 3.5 years now. Amongst men that have been there from anywhere between 10-25 years and much older than me.

Recently, I've been offered to apply for a supervisor role which i am the best candidate for, and will over look quite a few of these individuals who have more tenure.

My biggest question, is how can I be a good leader to them? How can I gain their trust and not necessarily respect me, but understand that I am taking that role?

And when push comes to shove, when I need something from them, to (for lack of better words) put the foot down and get them to do it?

P.s. I have been reading leadership books (i.e how to win friends and influence people)

Hi all,

Just want to tell you about what's been going on lately.

I was approached by a recruitment agency for a role in c-suite in a company that operates in a different industry than the one I'm in right now. It's a role in regulatory and the industries are similar but regulated in very different ways. I had a video conversation with the recruiter and I'm getting more and more interested in this role.

If this is real, we'll see about that later on, I'm both excited and anxious. Excited as what the role is meant to do is actually right up my alley. And anxious because I spent more than 20 years in the industry I'm in now. I still have time to think about it, for now if all is well, my CV is with the company and hiring team.

The role was newly created to maybe modernize the regulatory function of this company, helping them to make a transition from when they are now to where they need to be going.

I’ve consistently received great evaluations and excellent feedback from clients. However, my previous boss created a toxic work environment by being disrespectful, withholding training, and hiding crucial information I needed to do my job. I escalated the issue to the CEO, who was lackadaisical and said he was going to hire someone new. It took awhile but now I report to someone new. I honestly don't think it was his original plan but he changed it when I brought the toxicity to his front door.

Unfortunately, now the CEO has started engaging in underhanded behavior directed at me. For example, he publicly gives credit to the entire team for projects everyone knows I did ALONE or he acknowledges individual contributions from others while deliberately leaving me out. I would give more details but I am trying to be anonymous.

I know it’s time to move on, but I genuinely love the work I do and besides this issue and my former boss, I like the company.

I’m trying to understand why people in leadership positions behave this way. I don’t want to jump to conclusions about whether this is related to sex or race—I’d like to think it’s not, but I can’t help wondering if I’m being naive.

I have had peer reviews as well that were all positive.

I will mention there are a couple other peers who also are fed up and ready to leave the company but they're not being targeted.

I have a work from home employee who has an elderly dog. This dog is their life... They do not have the option of an office, and in general, we are pretty cool about little life needs and benefits that come with working from home.

As of late, however, matters relating to the dog have increased quite drastically. This dog is all they talk about. She's pawing at the door, she's whining, she won't go out on the balcony, she needs to be fed, walked, peed, she's made a mess inside... it is endless and tiring. They live in an apartment so when they have to take the dog out, it consists of getting everyone geared up, going down the elevator, finding grass, *hoping* she does her business (apparently she usually doesn't), and then coming back up - 10 minutes minimum. They get a lunch break of course and typically I have no problems when someone says back in a bit for a coffee, snack, walk about the house, laundry, etc., however the number of times this employee is being removed from their desk a day is truly getting excessive.

I have asked before if they've considered getting perhaps a dog walker or someone to come and check on the dog as it takes up a lot of their time and day and they've insisted that she will not go with anyone but themselves.

How do I approach this subject? What do I say or suggest? I want to be sensitive as it if effectively his child, but also it is starting to cause too many work disruptions. I don't want to be too much of a hard-ass as I am sensitive to it. But we are a shift-critical company where being available and online at your desk is a hugely important aspect of your role, so it's proving problematic, and to be honest, my team and I are sick of hearing about it.

NOTE: I also have a dog. I also work from home. I have had to leave my shift to walk my dog maybe twice in the past 6 months, other than that it is before, after, and during lunch.

Where can I get Leadership, Life Coach and Entrepreneurship Certification?

I am trying to find low cost classes and certification in Leadership, Entrepreneurship and becoming a life coach. Where can i find them?

Thank u

For the last 2.5 years, it's been myself and three men overseeing respective regions across the US. There is no crossover between states, and no visibility into each other's workload or employee pool.

We each have multiple teams, each have 100+ people working for us, I've got 20 years broader industry experience and 7 at this company, with my colleagues having 8-12 years with this organization specifically.

We get together a few times a year, to calibrate review ratings and raises, to do strategic planning, to discuss department priorities etc. - every single time, for the last 12 times, one of my colleagues takes a run at me. I've shut it down in every professional and polite way I know how, and I'd like some advice on how to be more forceful to put an end to it once and for all.

Example 1: Recent ratings calibration, we all go through our ratings and everyone is essentially aligned. As a matter of course we don't challenge others ratings, but may go back and revise our own if the group is trending higher or lower. I have a top performer who ranked high with good reason - my colleague, never having worked with him, not having any knowledge of the year, knowing only that I gave the rating, took at run at his performance in front of our boss, HR, and our VP.

Example 2: Last strategic planning day our boss asks at the end of the day if there's anything we didn't cover but wanted to. Same guy turns to me and gives me a detailed breakdown of how he'd rearrange my states and staff to be more efficient and effective. There are no problems with my efficiency or effectiveness, I am a top performer. He's never given feedback to any of my male peers. Jaws dropped, honestly.

Example 3: When we met to discuss resources and budgets, there were some universal themes of shortfalls in each region, which we were each asked to speak to. Same guy goes, then my two other male colleagues, then me - everyone else is accepted at face value, while I'm met with suggested solutions I did not solicit that were so juvenile it implied I have no idea how to do my job.

It's worth noting that as maps have been redrawn I've been given his problem employees and turned them around to solid performers, and I've been given his problem states and cleaned them up too. I'm sure it's coming from a place of insecurity. But I'm also sick to death of this man's behavior, and I would like some advice on how to just get him to shut the fuck up already.

I'm the only woman on the sr management team in our department, I was the first woman in management at all, it's a heavily male dominated industry, and I am sensitive to appearing like "a bitch" or emotional in a space where I am always the only woman at the table.

Advice, comebacks, approaches welcome.

TL;DR version - my team’s director is disconnected (by choice and by them) from the line of business I work on, and has been blaming ME for the way it is, just as I’m going out on maternity leave.

Long version: Background: I work TA within media and advertising for a “start-up” that has been growing due to exciting new business opportunities. In 2023, our company was shifting its priorities to recruit in LATAM. My direct manager was highly resistant and didn’t want to own any part of it, but their Manager (Head of HR) was adamant that they need to own it and develop the strategy, etc. My director delegated it all to me, as the most “Junior” person on the team and owning all things recruiting. That involves the talent strategy, talent pipelining, etc. We had a pretty good grip on recruiting but we’re now expanding in an area that is more complex and there’s not much of a market for these “types” of roles. There’s been more questions from leaders about how my “Director” is going to handle the growth and create the strategy, as I’m prepping to go on Mat leave.

I had a meeting with our HR lead and LATAM HR Rep, plus my manager yesterday, and my manager claimed that they have no time to manage or oversee the day to day and oversee the strategy and that they are “disconnected” from everything, when really, they’ve shoved everything to me last year to figure it out, as I’ve been left to my own to solve for a lot of these complexities. I was also informed that my job is “at risk”, if we were to get someone locally to handle boots on the ground.

I’m looking for some validation but how engrained for Directors be in their DR’s day to day? We have a SMALL team. Myself, a Manager, another Recruiter AND our Director.

Hello everyone.. I recently graduated to a mid level doctor in my hospital. Previously, I haven't had much leadership experience but in my current role, I have a few junioa doctors working under me. Now, quite often, I've found that my instructions aren't followed. I personally feel that this is most likely because of the heavy workload rather than any malevolent intent . Even so, key tasks must be prioritised and completed first. (For example, a blood sample from a critical patient should be drawn before the discharge documents of another patient are processed.)

So when something I asked for hasn't been done, I usually ask "were you able to do such and such a thing that I asked about before" and usually the answer is " no.. I didn't have time" or something along those lines.

Now here comes the problem... My usual response is " okay cool... That was really important. Can you do it now?". And then the task usually gets attended to.

However, I feel like I need to be less lenient with this behaviour so that important tasks actually get done before everything else. Being a generally 'nice' person I don't know how I can be more firm without being rude and destroying good working relationships. I'd love some tips!

Thank you

I need some advice on how to deal with this situation. There are a number of insubordinate employees in the department I help run. I guess you could say my role is like being an assistant to the supervisor. So I carry out a lot of the essential tasks overseeing our group of employees and report to my boss with regular updates on what is happening.

Frequently I am forced to deal with employees who are openly disrespectful and insubordinate, openly refusing to perform their job duties. On multiple occasions, when I report these issues to my boss, she will “have a talk” with the employee in question and sometimes the behaviors stop, but frequently they do not. I have dealt with subordinates openly laughing at me as I attempt to get them to do anything. My boss will tell me to always be polite and professional, which I do. The subordinate employees will report that they didn’t like the tone I used to speak to them, and my boss criticizes me on the point, even when I assure her I haven’t done or said anything inappropriate.

No one is ever written up for their bad behavior. There is no paper trail of anything. I do not understand why my boss refuses to do any write ups. The result is that employees have learned they can get away with anything and the only consequence will be a ten minute meeting to talk about it.

This is starting to have a really negative impact on me mentally, and I’m unsure of how to appropriately deal with the situation. My boss helped me to be promoted to my role, and I’m grateful for that, but I also feel betrayed that I am blamed for the bad behavior of others.

Financially and with my education, finding a better paying job than what I have here is unlikely. So I am really looking for any ideas for trying to talk to my boss about changing this situation, although I know I’m likely to receive a lot of “find a new job” replies. Please, anybody.

Having just gotten into leadership I often find myself at large gatherings of big wigs in the city and wonder what I even bring to the table.

Sometimes at work I don’t even know what I’m doing - my training and own leaders are very hands-off.

I feel like I can’t ever catch up with my work. I’m so behind. A lot of things feel like - and technically are - out of my scope, but have little people to turn to, and when I do, I’m bounced around because no one has an answer.

I’m asked to do a lot of things no one else wants to do, but also don’t feel like I can say no. Like make the hard phone calls that will make someone angry - things that happened before I came a month ago, but because technically they’re now my clients, I need to make the call.

I’m asked often by other team leads what’s wrong because apparently my face is too expressive, and my mother tells me I need to smile more at work - but it’s not easy to remember to smile every second of the day. Is this truly something you need to do?

Is this leadership? The constant feeling like a fraud? Not knowing what you’re doing? Unable to keep up with your work? How do you guys manage this? Does it ever go away?

I have noticed an interesting pattern - I’m hoping someone on this forum can help me understand why this keeps happening and how to break the cycle for my own professional growth.

I’m very good at creating something out of nothing and I often get handed high risk projects where I’ll go through the process of getting this to a point where likelihood of success goes from none to very high. Usually with lots of high stress and to the point where I’m excited at the potential of seeing results from the hard work.

However, what ends up happening then is « oh, great job, now we’ll hand this to someone else and you can work on something new » and the cycle repeats…

The latest one is on a project I’ve just spent 18mos on; we’re now having more staffing discussion and the outcome is we need 2 ppl to do what amounts to 30% of what ive been doing - great, i can get some help, maybe some work life balance and drive to some results.

My boss walks in with a job description today - and the role reports to them. Naturally I ask about having these new roles report to me instead since I’m the most intimately familiar with this including the relationships and key stakeholders. the answer: no but you'll be expected to work with them and do other things i cant tell you about yet.

In the past, this has meant that I end up as the unofficial manager without the title and doing the work of multiple people without the title or pay. How do I prevent this from happening again?

I’ve been in a leadership role for a year now. I work in a major hospital in the call center and over see a team of 16. Being call center and dealing with healthcare, we have lots of data and metrics we review daily and our team members get grades and reports (if not daily) weekly. I frequently coach those who are underperforming or not meeting their goals. I’m tend to be collaborative and easy going with my coaching sessions. I usually let team members take the floor first, then dive into the details and we work through it together.

5 months ago our director hired a scheduler myself and the other leadership rejected after interview for various reasons. Mainly, we knew she was not the right fit for our team and lacked sufficient experience. This person has struggled tremendously making connections with our other 15 team members. And in her short 5 months, has been caught up in what I can describe only as middle aged female drama with 2 other co-workers. Today she approached me and my co leader with questions about an underperforming production grade she received.

Being a scheduler in a call center, they have a metric of making 30-35 calls a day. Something she was well aware of. I figured if she wasn’t meeting her production quota, likely she wasn’t making the appropriate amount of calls. A side note- Last week a team member on my co-leaders team complained about this employee leaving her desk excessively to come talk with her and gossip and reported she was distracting. The other team member was trying to be nice, but not interested in starting anything and struggling to get this person to understand. We had a talk with the employee at this time abut her current performance grades and essentially coached her on spending Less time distracting her coworkers.

Well sure enough, after doing a data dive, nearly every day last week she only made 18-21 outbound calls a day falling well below her production goal of 30-35 a day. In fact, there were several instances where she had 1 or more hours in a single day where her system showed idle and no calls were made inbound or outbound. I collected and notated the data, and myself and co-leader met with the employee to provide her a formal verbal warning about her performance as this is not the first instance and over the course of 2 days, she had a total of nearly 6 idle hours where no work was completed at all (essentially stealing company time).

Given the severity of the coaching, I took the floor first and let her know right away why we were meeting. I showed her the data, questioned her as to why she had excessive down time, then advised her the low production score was a result of her own lack of work over the last week. Immediately she became defensive and kept trying to speak over me. I kept my cool and proceeded to let her get what she wanted off her chest, but she started claiming nobody ever provided her any policies or training on this, and it isn’t fair etc . I normally am really good at keeping my cool, but I did her onboarding and knew this to not be true at all and cut her off and informed her that it was provided to her on the employee packet and she signed off on it. The employee then told me to “just stop talking” And began crying, hysterically. I mean sobbing. It caught me and my co-leader off guard. I’ve coached people through hard topics before, but never had someone cry before. She did calm down and we were able to calmly proceed and finish, but I felt and still feel terrible.

My co-leader said she didn’t think I didn’t anything wrong, but for some reason this is really eating me up.

Feels like the technology at my company is getting worse. Servers are crashing more frequently, there are more glitches that seemingly never get fixed, and there are all kinds of hiccups that occur throughout the day that happen sporadically and the resolve themselves after a few minutes.

It's really slowing down productivity.

I spoke to a friend who works at another company and he feels the same way.

Is it just us, or is there some larger trend happening?

It's a thought I had last night that comes with different meanings depending on how you look at it. What meaning does it draw out for you and maybe an experience that correlates to it?

So I am a GM new and blooming in it I try to do my best and know that I do I find good feedback from my supervisors but my team didn't like when I took over in the first place they don't listen to anything I say or if they do it's after a week or two of asking or telling them or having to do a write-up or some type of consequence action I'm being told that I have to coach my team but what or how do I do it when I feel like I know plan you know be by their side for the whole day see the routine go through it with them but then it seems dumb and I get scared but I know I have it in me so I do want to succeed and strive and make my company and myself as a better everything any ideas thoughts anywhere I can go to figure things out any lessons anything at all.

What’s the best way to understand your customers?

💡 Listen to what they’re already sharing.

As Maz Nadjm puts it: "We don’t pour our feelings into a CRM, but on social? That’s where the magic happens. People share their challenges, joys, and passions, openly and authentically."

🎯 What are your customers saying about their lives?
🎯 What insights can their stories uncover?
🎯 How can this guide your strategy?

🎧 Dive into this episode of Getting to Aha! with me to learn why social listening is the ultimate gateway to meaningful customer insights.👇

Apple - https://apple.co/4gi4LjC
Spotify - https://spoti.fi/3ZCDsJq
YouTube - https://bit.ly/3DaGDkf

#CustomerInsights #SocialListening #GettingToAha

Anybody have any experience with Traction and EOS? My company uses it and I see a lot of advantages but can see how some non leadership team members could take it as not a positive. Anything to look out for?

I’m a department leader. My direct manager regularly alludes to the “perception” of my performance and not the factual metrics. This worries me as perception is not factual and only a matter of opinion.

During my performance review months prior, he first addressed the term perception in regards to the inventory of my department. In short, he stated there’s a perception I wasn’t properly placing orders to replenish inventory. Though I assured him I was, I was caught off guard in that moment.

I later was able to show him the amounts of goods I ordered in relation to what was sent by the vendor, assuring him his perception was in accurate, that I have been ordering for the needs of the business, though not sent what I ordered. Even then it took them weeks, continually showing them data to support my claim.

Now, just days ago, I was spoken to about the perception of being difficult to work with. I reminded him that although I’m not very expressive, as well as being direct, I don’t believe I’m disrespectful or unwilling to take criticism. I made reference to other department manager who are extremely outgoing and personable but are know for not having a clue - he did smile but caught himself (IMO).

If a conversation with him arises again were he references my perceived performance, would it be advisable to request HR sit in on conversations going forward? Maybe another leader? How can I be assure that perception doesn’t become the new standard for how well I perform?

There is a girl at work who behaves like she’s a manager (she is not) she has taken on responsibility on her own accord. She’s definitely being favored. She tries to boss me around at times and I don’t appreciate it. She’s also super extra with certain things when it’s uncalled for. I am not the only one who feels this way. Today after something happened at work my manager called me right after I left and the first thing he said was “The way you left was not cool” I’m a very direct individual, however I would like to open a dialogue and provide some feedback in regard to what is happening at work (I was a manager for the past 4 years, I also have 12 years experience in my industry which means I entered it when the above mentioned manager was 11). A couple days ago I mentioned to a different manager that I don’t appreciate the way this girl behaves towards me and I was essentially told to handle it myself. How do I professionally go about this? How do I say I feel like she’s being favored but not in those exact words? I also would like to tell him I don’t appreciate being called and told that something I did “was not cool”. This felt accusatory to me. I want to conduct myself in a professional manner without getting emotional because I do get triggered which I’m working on. I am a direct person so the things that come out of my mouth can sound unnecessarily harsh and this is not my intention:

Any and all advice on any part of this is welcome.

Thank y’all!!

I have worked for a midsized company that is under a decade “new” but spun from another company so has both legacy and start up energy. I am responsible for talent development and performance management. This year, I rolled out a manager training program that was vetted and approved by the entire leadership team and CEO. What was approved specifically were: program framework, high level description of curriculum for the 3 broad sections and the individually concepts within them, delivery methodology (hybrid virtual and in person, spread out over a 6 month period), and the participants for the first two cohorts. In a leadership team meeting where I reported out on how things have been going in 2024 and my recommendations for improvement in 2025, I was firmly lectured for 25 minutes about the things I was already calling out as needing improvement - participant selection and leadership engagement (holding participants accountable, checking in with them, giving the space to participate). The CEO told me I wasted my time and the participants’ time all year, not to mention the money spent (about $15k to deliver for 45 people is all I had!!!!). Not a single person in the room spoke up to acknowledge that they approved the list of people that she was yelling at me about. Not a single person acknowledged their lack of engagement throughout the year. They avoided eye contact with me while I received my tongue lashing and at no point did we address next steps or solutions.

I’m not sure there’s hope for this leadership team if they can’t have a conversation even among themselves. They WILL NOT engage when the CEO gets into these long lectures. And, the CEO was giving THEM feedback, but it was directed at me. Passive aggressive.

I don’t know how to deliver for this company. What do you think?

I have started a new job and I have 1 guy who is a rockstar as long as his emotions don’t get in the way. I’ve only been there two weeks. I have heard complaints from every single person there even mentioning that they hope he doesn’t push us away. Us was me and and the other accountant who called out 3 1/2 days in her second week. I knew he was a line stepper but these two sit and gab when I need to get stuff done, so nonchalant. It’s got to the point where the one guy who is the “rockstar with an attitude “has cussed out other management and those who were in civil service. What am I supposed to stay do? Let them fail…..? If so, examples of how. I am doing great at my job btw. 🙏🙏🙏🙏🙏🙏

I seem to be struggling more and more in my current position (two years) and I am not sure where to turn. I work in academic leadership and according to my job description, I should be more autonomous and be able to make decisions in sensitive situations involving people and finance. However, my boss seems to be micromanaging all those details and I find myself extremely disappointed. Despite my abilities, experience and capacity, I have to seek approval on every decision. If I express my expertise, it is either ignored or shows as an annoyance on my boss’s face. I have asked my boss for a meeting to discuss my job description as well as the scope of my duties and this meeting has not happened. It had been planned, but something else always gets in the way. I have been waiting for this meeting for two years. I am starting to suspect that rather than leading, my job is to pass messages from top to bottom and keep my reports happy while at the same time not giving them crucial information to do their jobs. I am not sure where to turn to in the organization so here, I am looking for Reddit wisdom. Thank you.

I am a senior design engineer with over 20 years of experience. Recently, I have been given the opportunity to pitch projects to non-technical audiences as part of my career progression. However, the feedback I have received indicates that my explanations are still too technical for them to follow. Could anyone recommend some books to help me learn how to communicate complex technical concepts to non-technical people?

When, exactly, did “people pleaser” become such a derogatory term? And seriously, what’s the problem with it?

At my core, I’m a true collaborator. I can even trace it back to my roots as a middle child. I’ve always been the peacemaker, the one willing to look at all sides of a situation to find common ground. Growing up in the Midwest only solidified this—it’s practically a way of life to be polite and accommodating. Call it “Midwest nice,” if you will.

But here’s the thing: I work with a group of New Yorkers (you can probably see where this is headed), and somewhere along the way, I’ve gained a reputation as a “people pleaser.” And honestly? I just don’t understand why that’s a bad thing.

I believe in win-for-all solutions. I value everyone’s input and thrive on finding solutions that leave everyone feeling like, “Yep, that’s the ticket!” So why, exactly, is being “direct” held in higher regard?

Let me be blunt—I find the tone of our leadership team unkind. It’s a constant chorus of foot-stomping and “my way or the highway.” The culture often feels like what Kim Scott calls “obnoxious aggression.” Even worse, team members are discussed in a cutthroat, dehumanizing way that’s both unsettling and deeply disappointing.

We need to rethink the way we demonize the “people pleaser.” For me, it’s not just a personality trait—it’s a core value. I will never be cutthroat, and I will never sacrifice kindness or collaboration for the sake of ambition. That’s simply not who I am.

I won’t sugarcoat it—this environment is chewing me up and spitting me out because of those very values. I’ve watched small mistakes blown wildly out of proportion, and managers routinely throw their team members under the bus to make themselves look better. And yet, I’ll tell you this: I will choose kindness, every single day.

If I’m being honest, I don’t think I’ll last long in this role—and that’s just the long and short of it. It’s a shame, really. It feels like the jerks are the ones who win. They get the big salaries, the titles, the recognition, while those of us with heart are brushed off as mere “people pleasers.”

In the end, I’ll walk away proud—proud of my accomplishments, proud of my conduct, and proud of staying true to myself. This “people pleaser” will leave with her head held high, knowing I stayed kind in a world that sometimes forgets the value of kindness.

True story: When Linda (name changed) left her meeting, she didn’t just close the door—she closed her mind.

Because saying, "That outdated process is a nightmare" didn’t feel safe.

Employees should be able to trust they can speak up without fear of judgment or retaliation.

What’s one way you encourage open communication with your team?

I have been leading a team of five people for over four months now while still doing tasks up until we find someone to fill in and I would be able to fully focus on being a Team Leader. I have been with the company for a year(started as a specialst). The work load is immense and I am struggling a bit. My Manager knows and she has been fully supportive. She is really happy with my progress so far so thats a plus. I have these stakeholders that have a reputation of being unbearable. They have publicly criticized my team even though they were one month into the job.

Long story short, a month ago, they asked for something to be removed. I misunderstood what they required to be removed but basically, in front of my team, my Manager and Head of department, they shouted at me, as if I completely screwed up the report. I didnt respond but deep inside, I wanted them to ask them to be more clearer, which is what I did after the call.

That really sucked because I feel like my team has lost a little respect for me (but maybe I am in my head about it). My Manager is still cheering me on despite this and understands how hard it is to work with these particular stakeholders.

How do i gain the trust of a few of my team members back? Am I overthinking this?

Last year, I led a project where everything that could go wrong, did—a true roller coaster ride! Our timelines shifted, team roles evolved, and at one point, even the project goal post moved! Instead of panicking (ok, there was some chocolate involved), we leaned into agile principles: frequent check-ins, cross-functional collaboration, and lots of transparent communication.

In case you have not heard about Agile Leadership principles, it's not about just adapting to change; it's about embracing it with open arms and a willingness to pivot, learn, and innovate. Not only did we meet the goal, but we also uncovered a process improvement that saved us future project time.

Just was reminded of this today and wanted to share for those currently screaming on their roller coaster ride!

What are the values you follow by and what questions stems from them that you ask yourself daily or throughout the week or month?

Traditional hiring processes are time-consuming and often ineffective. My partner and I specialize in placing the right talent in just days—not weeks or months. Leaders, what would it mean for your team to solve hiring bottlenecks faster?