Learning to do is hard

Rob and I discuss his area of expertise, neurodivergence in the workplace.Find Rob at https://leadership2030s.com/Find Damian at https://www.pragmatichrm.nz/

We give Warnings, but how to do we warn people? the verb, not the noun? Let's discuss how we need to be informed (i.e. warned) that this behaviour, if repeated, will put their job at risk.

Knowing where the line is is a critical skill for you, and the managers you support, so let's discuss.

Being there when your people need is a key part of a manager's job. But it can be the hardest.

Bringing in your boss can escalate a disagreement with a manager you support. When and how, without damaging the relationship is a key skill.

An employment relationship can turn toxic; can we bring it back?

Lucy and I discuss the manager's greatest fear- saying the wrong thing, which once said, can't be unsaid.

Why knowing is easy, doing is harder.

Lucy and I chat about when and how to try and amicably settle.

It sounds right, it feels like good data, but can it be relied upon?