hey guys, does anybody have experience in the DECA buisness organization? im going to be president of the club and I don’t know how to be a good leader nor give information for my peers.

Guys, it's the Holidays, and I want to give you a message:

We've been taught to place value on other people's opinions about ourselves, and we beg, chase, demand, and believe that self-validation must come from something or someone - stop looking outward to fill, and internal void, most probably you're looking in people that don't value you or care for you, so no, I don't sell but rather I recognize that we are all here to live life the best way possible and to stop you from scattering from your ability to grow and achieve. I am not here to validate you either, I'm here to help you recognize that growth is where you can show up authentically and without reservation and to help you create the space that speaks to you and stop clinging onto people that promote the loss of self rather than living from your values. Create boundaries so you can express yourself in the role that you are meant to do. You are worthy, you don't need to beg for self-acceptance but rather learn to embrace self-compassion so you can live from a place of worthiness. Don't shrink yourself to not face disappointment because avoiding people not responding to you is easier so until you learn to recognize that these are external outcomes that do not determine you you won't understand that your value is not contingent from anyone or anything. Make room for possibilities, and opportunities will show up when you stop molding yourself from someone else's idea of who you should be.

It's the Holidays, I get it, and we put things to the side - It’s something I’ve seen a lot (and experienced myself): we put our growth and well-being on hold because life gets hectic. We think, “I’ll get to it after the holidays.” But honestly, the Holidays are the toughest time of the year. For some sitting at the family gathering triggers discomfort, feelings of not belonging, anxiety, and self-doubt, amongst many other emotions. I want you to feel right now the exhaustion of having to sit down to the family dinners - AGAIN - and not have the mental space to talk about your new plans, having to smile while feeling unsteady, not feeling in control of your emotions because you've been giving it freely to others to manage for you, and somehow you still wonder - “Why do I still feel like this?” - Wouldn't it be nice to finally sit down at the table and own your space in 2025?

So, as you’re making your holiday lists and plans, don’t forget to check in with yourself. What would it feel like to show up fully—confident, clear, and ready to embrace whatever life throws at you?

Just a little reminder to take care of *you*, too. 💛

Hey y’all. Does anyone have any good book recommendations for being a better leader? I’m soon about to enter a management position at my job. I’ve been with my company for 5 years and finally entering a management role. The one thing I love about my company is that everyone starts from the bottom. Our divisional managers, regional managers, and even people on the board at one point were new hires in our restaurants (for context I work for a very popular fast food chain) you simply can’t be a manager of another food chain and come in and get hired as a manager everyone starts at the bottom. With that though one caveat to management is you spend about one year at one store/restaurant than get moved to another one in the division in order to have opportunities of growth and training. This is my first time ever being in an official leadership role and management role and I’ll be working with different groups of people and I wanna be the best manager I can be so any book suggestions will help!!!

My cousin runs a network event for her interns (estheticians), and she wants me to help put it together. This is a group of women who are meeting each other for the first time, with the goal of networking and shaking hands with people in the community. It's an all day affair taking place at her salon, and I somehow need to fill a few hours of team-building time with activities that make sense.

I'm a project manager by trade (have also been a teacher, so I know about working with groups) but the term team-building still makes me anxious. I think of a big, noisy room filled with a bunch of people who don't know each other. Trying to avoid making it a waste or making it feel irrelevant and unhelpful.

Here are some notes that I have up front: she has already taken care of the leadership portion. There's a panel going on in the morning to highlight journeys, industry tips, and ways that these ladies can build their businesses from the ground up once they are more established. She's also got two workshops lined up for branding and client management, so the leadership and mentorship aspect is fully covered. She expects there to be 10-15 people. I've been put in charge of the activities for close to the end of the day.

I've got from 3-5 so two hours (can end a little early if need be, but not too early since there's a schedule). I think I can fit 1-2 activities in there, just don't even know where to start really. Looking for ideas on activities that this group can do that are fun, but that can help them feel more self assured, confident, and just overall better connected. I do have a small budget - $75 per person, so we can also take that into account!

I am a leader at a medium sized organization. I’m responsible for roughly 150 employees. And today I cried in front of a couple of my employees. Three came to me saying that they were racially harassed by an individual about their ethnicity. Basically telling them they should be speaking English at work and why don’t they swim at back across the border. I was furious, absolutely unequivocally ready to tear someone’s head off. But in a leadership position, I couldn’t do it. I couldn’t be the man I really wanted to be. I can’t believe I became that emotional in front of my employees. There will obviously be heavy retribution towards the aggressor in the situation, but I’m asking all of you: how would you feel if your boss,,, not just your boss but your bosses bosses boss cried in front of you?

What if you stepped into work each day knowing you’re valued, motivated, and inspired to give your best?

Imagine a thriving workplace culture that fuels your innovation and provides you with a sense of belonging.

This is not out of reach.

It's not from a standard employee wellness program.

It's more than just checking a box.

It’s about creating an environment where EVERYONE flourishes.

You can transform your culture by prioritizing mindfulness, emotional intelligence, and open communication. You can prioritize mental health, balance, and employee wellbeing.

It just takes a little shift to get going.

What can you do to intentionally shift your workplace culture?

As a leader you're measured by your performance, i.e. KPIs. But, how do you measure your human side as a leader? And, how does that impact your performance?

In the past, I never paid attention to it. I worked in a high-churn, high-risk industry. My peers would say, you have such a cohesive team. I retained 80% of my team members. But, I never paid attention to tying my performance with my leadership.

Do you?

This is for all the small business owners, who are directly involved with all their members.

I always have to think a lot about what to say when there is an awkward moment like resolving a conflict between members or when I have to address a member's performance issue. Things do work out in the end but, there is still some hesitation.

How do you guys handle it?

I've been wanting to buy Pip Decks for a while now. They seem to be great for building a skill aimed at career/business.

But it also makes me wonder if anyone who has used it has applied it to their personal lives? For example, using the Storyteller Tactics to improve their social/conversation skills? Or using the Strategy Tactics to help them plan their life path?

I’m constantly hearing day shift complain about stuff night shift wasn’t able to get done, and night shift complaining how lazy day shift is. Each has some truths to it. But what’s particularly frustrating is there’s is a day shift lead who seems to makes these matters worse by riling up the day shifts, by pointing out what nights didn’t get done, when she has no idea what nights went through and why things didn’t get done. I’m already in a heavy drama filled dept so I mostly just try to keep the peace and not cause too many waves. But being I’ve worked mostly 2nd and 3rd shift (and am now switching to a morning mid shift) I’m pretty defensive about our evening team.

As the title says, I'm looking for support with my leadership and strategies for motivating people.

I'm head of a tiny volunteers-led organization. We've gone through a couple of rough years, with our incredibly charismatic founder dying, me taking over, changes in our project (an orphanage in Ghana). In short: the organization had strong foundations, is still in a good financial place, but needed a lot of internal work to be set up for the future.

This process took us a good six years, partly due to COVID standstill, partly due to the fact we're all having incredibly demanding day jobs ... But also because it's the same three people who put in the work. The others show up for meetings and voice opinions, which is great, but that's about it.

But because the process is taking so long, I feel many have lost that connection over time that would make them want to be more actively involved. It's a toxic cycle because it means we don't have the personnel to carry out events, which, when they do take place, do help reignite that spark, as one volunteer told me.

We're definitely getting to the end of the tunnel but I'm afraid that we won't have the strength needed to carry on once we're out of it.

I am also seeing membership numbers slowly dropping - they haven't seen much of us in recent years, as the ones doing the work have to put their little time and energy into the essential admin work to simply keep going.

To counter this, i organized a week-long all-paid-for trip to Ghana (to do some important work, not just for fun). Seeing the project first hand has so far recharged everyone's motivation batteries, and connect to their why again. But only two others signed up. I'm at a loss what to do.

I get it's a far away project and that it's easy to give into the general doom and gloom and resign to "what difference does it make". I'm battling it myself sometimes. But this project is the one thing that reminds me that we have the power to make the world a little bit better, no matter how small the change. A lot of lives would be worse off without it. I can't just give up, not before I haven't tried everything.

So I just really want to hear your experiences, your wisdom and leadership strategies to motivate your folks internally and externally, and hear if you have resources, thoughts, or words of encouragement!

Thanks 🙏

If you’re the most senior person in a discussion-based meeting, do you naturally take the lead, or do you prefer to sit back and observe, answering more questions than asking?

I've been promoted to the team lead position 3 months back. And it has been the most challenging experience for me. So basically, in my office, my promotion was a surprise to everyone as I'm not an extrovert kind of person, I just mind my own business so most of the people didn't even know who I was. But, due to my preparation and hard work, I got it. But it got challenging since the start only. I got a team of people (or immature adults I should say) who were new to the organization and man it is a hell of a job to teach them basic things. But I did that and still am doing it. There have been other people promoted recently as well who are basically the ones who are always following the managers around, having fun with them etc etc. The completely opposite of me.

Today was a wake up call for me. I got called in for a performance review and since the first day, my manager really gave me a hard time seeking explanations and justifications, pointing out mistakes and when I asked her to tell me what can I do to improve my team's performance and other issues, she was like "Then why have we promoted you if you can't handle your team. Then let me do the work instead of you."

It really sucks having the constant pressure and having no support from the upper management just because you are not an ass licker like everyone else.

Then I talked to a few more colleagues, they gave me some pointers as to what I can do. But most importantly, they told me the same thing, "You've got to spend more time with the management, engage in stupid conversations so that you can be one of them." In a way, they are right. But it's just the complete opposite of who I am.

So, my question really is that, is this why I am failing as at my role? And do I really need to start the ass licking, submissive behaviour if I am to succeed here?

Please share your opinions, I really need some guidance. Thank you.

Hey everyone! I own a small salon with my business partner & we have 3 employees (they all rent chairs & are considered independent contractors).

I would love to get some insight from you all on what YOU would like and actually want for a holiday gift. Last year we did Stanley cups filled with gift cards & little stocking stuffers. I dont want to give them cheap crap, and would really love to show them all how much we appreciate them!

I have already purchased personalized makeup bags. Our budget is not huge, but I do want to make them feel special!

Thanks in advance!

I’m looking for some advice.

I have a new colleague (peer). The job advert for their role had on paper significant overlaps with my role. It was clarified by my manager that their role relates to external contracts and interfaces where mine covers the internal project delivery that satisfies those contracts.

From the very beginning there has been implicit and occasionally explicit conflict:

This colleague has never approached me to discuss our roles and how they fit together.

They stood in the middle of my team and said that I had too many people which resulted in contractors approaching me to ask if their contract was at risk.

They’ve taken it on themselves to stop my team’s purchase orders being issued without discussing it with me.

They’ve been approaching members of my team and my peers’ teams to suggest that people go to work for them.

Most recently have returned from holiday to find that this colleague is arranging cost reviews directly with my team rather than discussing contract cost management requirements with me.

On top of this, they have been complaining to my manager that I am non-inclusive and unwelcoming which is probably going to impact my end of your performance rating. Potentially, my manager has the impression that it’s a problem with me alone.

However, this new colleague is almost universally unpopular with the rest of the team due to their condescending style and approach.

I am in a position where I want to object to the colleague continually “playing out of position” yet when I do so it’s seen as a problem with my behaviour.

I am almost at the point of thinking this is well along on the road of constructive dismissal where someone has been recruited to do my job, it’s been clarified that their role is external yet they continue to step on my toes and when I object I get criticised for behaviour.

My manager believes it’s a case of differing style and adapting those to work with different types of people. Personally, I see it as a case of a colleague behaving completely chaotically and unprofessionally regardless of style. Previously our style as a team has been very collaborative and open where this colleague operates as if they are in the boardroom on the Apprentice.

Or is such an autocratic government running like a cartel..??? I know the biggest baddest cartel faction is no match to something like North Korea but if they really run almost (for example) one third of the Mexican government, how are they different from autocracy? I read that some factions would have a bracket type of leadership, where each group will have a leader acting as a leader for another group with a leader. But if places like Russia cause window accidents, what makes them simply similar to just like the Cartel? I know a whole autocratic nation will have a whole forever poor working class workforce, maybe a cartel would form within, is it just like an ouroboros? Or are empires basically run like how cartels are? Minus having to be cloak and dagger about it.

I applied for a new role in a company. And more like a management role, could call it a promotion. I was asked if I am hired who is going to do my day to day job. I was quite taken back when I heard this from someone who I report to every week. Tbh, in my role, my responsibilities are quite limited and I have been working in the industry for quite some time now. So I am only putting 10% of my skills and experiences. Then an opportunity popped up where I can utilize 100% of my capacity and I am really looking forward to use my skills. What i am looking for is not a promotion or a raise, but a place where I can grow professionally. This new role is perfect for me. At tbe same time, at this org, I got paid less than what I made before and even management position won't pay much but I see the company potential and my potential with this. During interview, I was quite taken back when I heard that question. Well, in the past I got promotions and went for interviews but I never got questions like this. When I got promoted, my place was replaced by a new hire and I trained the new hire. Besides the question, the entire interview vibe seems off. 3 management team members as committee and lead interviewer(boss) suddenly brought up a topic of a junior staff who performed well and became a manager and how the staff performed. I'm also in a manager role but why this topic? I was invited for a second interview which I think shouldn't have happened because my answers were quite long and his comments were longer and they have another applicant lined up. So I don't even feel good about passing this round. Don't think this round is even completed.

Should I just withdraw my application ? WelI, I will be back to my current role which I don't hate but no areas for growth but I will be really in a tight spot with that lead interviewer (boss) amd HR throughout my time there. I will be seeing them everyday.

Or if I decide to go to second round, how do I answer that question ? Hire someone else or I can do it while managing more teams and taken more responsibilities.

If I didn't get selected, well that will be back to a tight spot again. Now I regret applying for this role.

Director in a large global corporation. Corporate politics as a discipline is unavoidable, and in many cases, just an extension of human nature. That said, there’s a limit as to how far manipulation, scapegoating, and back-biting should ever go.

The people I work with - my direct reports, and a vast majority of the company are genuinely high-quality, competent people who want to grow the business and make their bonuses. They rarely back-bite, gossip, blame others for shortcomings or politick their way around the org. In short, they do their jobs.

With that, there’s the exception: A global function that operates as though it’s a high school clique. Where rather than merit, output and thought leadership, the way to survive and be promoted in this function is to manipulate metrics to position one’s work as being ‘in the green,’ to make sure that they take every opportunity to make others look bad (i.e., criticizing in public and maximizing the CC line when someone makes a mistake), and gatekeeping valuable data from stakeholders until it can be used against them. Their function is known to be cliquey - people who are good at their jobs but don’t want to gossip or belittle others have left that team in short order, citing the above.

Without a doubt, many of us have run into people like this - but entire groups, how do you handle that type of behavior? How do you all ‘prevail’ in isolating that behavior and discouraging it, without using their own underhanded tactics against them?

Wanted to start a discussion on a leaders best practices during transition of a acquisition. I've always started businesses and this will be my first time buying an existing(successful) business. I'm generally well liked by employees and still in contact with a lot of my core team members. I understand that during these transitions it brings a level of uncertainty to existing employees. How steps would you first take?

How do you stop the physical response to confrontation?

I have had to correct other staff members for performance and I can’t get over my heart racing, shriveled up voice and overall shakiness.

I have an employee who exhibits the following challenges:

• Struggles to accept constructive feedback and frequently responds with excuses, often not substantiated.
• Consistently redefines project goals to claim success prematurely.
• Overestimates their abilities and is overly aggressive in seeking career advancement before demonstrating readiness.

Actions I’ve Taken:

• Emphasized that failure is a natural and essential part of growth and learning.
• Shared personal examples of my own failures to model that it’s acceptable to make mistakes.
• Clearly communicated project expectations and documented them to ensure alignment.

What additional steps can I take to guide this employee more effectively?

In my team, we have 3 sub-teams with 2-3 members each. Every week, we have a weekly update meeting where they report on they did on the week, which are just day to day business like I finished this, I finished that and sometimes they don't even finish what I asked a few weeks ago. Ovwernship and accountability is missing. Team members also over rely on me. If I ask them give me list of organizations who specialize in this for example, they will just copy and paste the links. I want them to be critical and analytical. I want them to come to me like 'TL, here is a lsit of people from org, do you know, can you talk to them?' something like this.

Also, the performance in terms of metrics is good but there are a lot of follow-ups required. I am looking for a concreate strategy on how to reshape the team.

Also, there is one graphic deisgner, who overlooked a lot of things like spelling errors, color etc. I told him in many repeations, but no avil. I can't fire him but I want him to be a bit more serious.

I’m a fairly new manager in a multinational company, my counterpart had been here for quite a while. He’s a bit lazy, not so smart and is known to keep delegating all his tasks to his direct reports (we manage per region in one dept). We recently moved to a new software, and during the transition stage he was nowhere to be found, since I was worried about the team I lead the necessary trainings, and set up all the needed access rights in preparation for the transition. He only needed to attend those trainings (which he didn’t) and read all of my email announcements (which seems like he doesn’t).

Now this manager had a 1:1 with our boss complaining that he feels left out, and that he is not able to follow on what’s happening with the transition. I also feel like his relationship with our boss stems a little bit deeper because despite of his non appearance my boss called me out to say that I should always keep him in the know of what’s happening. I did reason out that all everyone needs to know are posted in our group chats and email blasts but it really took me off guard. I’m two months away from probation. How do I handle this? His direct reports are also reaching out to me for help but our boss turns the blind eye and sees him as the golden boy still.

I wear different hats in the same indsutry for 8-10 years now, One of the management teams members is leaving and I submitted my application. The department of the management team member supervises has 2-3 units and I am from one of the units but the thing is I don't know much about two other units insight information. I worked in those unit related fields before but not at this company. Also, at this role, it's one person one team. I am the manager and I am the only team member. So even though I learned a lot about work, I am looking forward to managing more untis, take on more responsibilities and more interacting with people. It looked like a promotion but tbh, i don't think much about promotion. I just want to apply my skills and experience to contribute more. I have more to offer. In the past, I have done manaing people before. What kind of interview questions should I prepare for? Many thanks.

My boss has selected me for a promotion. I feel confident that I am the right choice, and I’m ready for this position. The issue is that the individual that was NOT selected is incredibly competent and hard-working as well. How do I cultivate a positive relationship with this individual going forward, knowing that they’ll be disappointed they were passed over?

Edit: The individual that was passed over will report to me.

Does anyone have any resources or guides to help manage conflict and tension between your c-suite leaders? I recently took over as CEO of a medium-sized nonprofit and after going through our annual budget planning cycle, it was clear there is a lot of passive aggressive tension between our CFO and our Chief HR Officer. Our CHRO has been there longer than all of us and more attuned to the people aspect of the process, naturally, but the organization has been mismanaged for a while and the new CFO is introducing much needed rigor and structure. The tensions are manifesting themselves moreso through their respective teams rather than the two themselves--at least for now.

Both are valued members of our executive leadership and I don't want to lose them but also want to try to mitigate any potential future flare-up. Any suggested resources or tips?

Poll: Who to “tell”? Workplace complacency and apathy, lack of communication -weekly standup meetings ceased about a month after my hire -we have monthly and less-often state reporting requirements, rotate duties weekly, monthly items' needs/completions are not communicated. -often there is risk of spending time repeating tasks already addressed, but more often they are skipped altogether until critical.

skipping chain of command —Supervisor gives orders to the according employee, rather than passing down through foreman. —Foreman is not consulted by other operators any more often than just consulting fellow operators or take straight to supervisor. Myself included, I usually don’t consult or inform the foreman because he seems as apathetic/complacent as others),

I have mentioned these concerns to the supervisor, with exception of the one about chain of command. About complacency in particular he stated that he and department mgr have discussed but both believe that discipline would only run off skilled operators who are eligible for retirement.

I am an entry level utility tech/operator. Should I take my concerns to:

1. Foreman? (just above me)

2. Supervisor? (above the foreman)

3. Department Manager? (above the supervisor)

4. Everybody. (Try to resolve each situation subtly with the person/people directly involved in that task)

TIA friends.

Gratitude is important not just in November, but year-round. We'd love to know how managers have effectively expressed their gratitude for those they manage. What is something a leader has done to make you feel valued?

Alternatively, what have you done in the past to make your team feel appreciated?

This is my first role as a Team Leader. Prior to the role, I was in an entry position so i still have a lot to learn. My previous TL whom I have took over from was very knowledgeable. He has been with the company for three years while I have been for just a year. I am starting to feel that a few of my stakeholders underestimate me. Also, they are a lot of technical issues that I have inherited.

I dont know if its a matter of me being the youngest but there are moments where I feel unsure of my capabilities to be honest. How do I deal with this?

I own a restaurant and one of the biggest issues we have with managing staff my management team (and me) have is holding employees accountable.

It’s not like we don’t hold them accountable AT ALL. If it’s something big and easy to determine the consequences (for example, instant termination things like eating off a guests plate) we are able to swiftly take action.

It’s when it’s anything else is where we really fall short.

I know having a discipline system…

1. Verbal warning
2. Written warning w/PIP if applicable
3. Probation/Suspension
4. Termination

…can help hold employees accountable but it is extremely difficult to actually execute this system (even for me) due to a few factors:

• constant interruptions and firefighting day to day
• knowing when to actually execute this system based on the infraction (how small of a infraction do we actually start to execute this system?)
• following through and following up
• having time for record keeping
• holding all employees to the standard (some employees have been with us for 30 years without a formal disciplinary system, implementing one and then potentially having to fire these employees who have dedicated a big chunk of their life to my restaurant is very discouraging unless it was like an instant termination infraction - also for employees that don’t speak the best English or have a good enough education to reliably read/check off a checklist)
• staff shortages

I am also struggling with the other side of accountability - when someone does things up to or exceeding expectations and standards. Me and my management team do praise them but that’s about as far as it goes atm and I feel like it should be more.

We are a family-mom&pop restaurant. A big reason I feel why we have good retention or why people want to work for us is because we aren’t a chain and don’t necessarily treat our employees like an expendable number (which I feel has contributed to this lax behavior on holding employees accountable).

I would love some advice on how to maintain this type of family-mom&pop atmosphere while still being able to hold staff accountable (negatively and positively).

Thank you!