There's an organizational tool, almost always used by Human Resources, called competencies. Even though it's a fairly popular model for thinking about professional development, it's a terrible system we don't recommend. But if you have to use competencies, here's how.

One of the most common presenting failures is being too rigid in one's preparation and delivery. If you're not well prepared, and therefore flexible, your rigidity can cause your message to not be persuasive.

Many professionals think that one way to keep their career moving upwards is to change companies. Unfortunately, this is a relatively rare occurrence.

Many professionals think that one way to keep their career moving upwards is to change companies. Unfortunately, this is a relatively rare occurrence.

The Manager Tools Interview Process recommends having your direct reports interview candidates who would become their peers. Here's how to teach your directs to be Effective Interviewers.

The Manager Tools Interview Process recommends having your direct reports interview candidates who would become their peers. Here's how to teach your directs to be Effective Interviewers.

Too many managers, and the majority of execs, too, are TERRIBLE at presenting. But getting good at presenting is just like getting good at managing. Since everyone else is so terrible, all you have to do not be terrible. And that means doing a lot of small, simple things the right way.

There is a 3-Body Problem in Classical Mechanics. That one cannot be solved. But hiring managers are also afflicted with *The Warm Body Problem.* But this one is easily solved.

You may not realize it, but your company makes it increasingly harder to find qualified candidates without intending to. How does it do that? With The Hiring Requirements Ratchet. Why does it do that? Because it can, and it has a short memory.

If your people say they don't know what's going on strategically, or operationally, **it's your fault.** You can fill that void with your own vision and communications.