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The pandemic changed work paradigms throughout much of the business world, and many companies are still struggling to define their in-person, remote, and hybrid models for employees. Of course, no single scenario will meet everyone’s needs, and leaders must figure out how to navigate this time of transition in a manageable way. 

A positive team environment can make or break the employee experience. Given that most people spend half their waking weekday hours working, it’s no surprise that many place a high value on the friendships and close working relationships they have with their colleagues. 

In these edgy times, leaders are being asked to take on new job responsibilities at a record pace. Moving into a new position or a different organization can be both exciting and nerve-racking at the same time. 

Nearly everyone has been micromanaged at some point in their careers—and no one ever loves it. No one ever lists micromanagement as one of the top skills of great leaders. More than a bad habit for individual leaders, micromanagement can create several big problems within an organization, including some that might not readily be associated with it. To determine whether they’re doing too much micromanaging, leaders should ask themselves the following questions.

Many traditions that arose in the past to fulfill specific functions still have relevance today. But often, a tradition’s original purpose has been lost-or is no longer being served-and "we’ve always done it that way" becomes the reason why it persists. This holds especially true in organizational life, where most organizations continue to follow three common practices that may have outlived their usefulness.