Whether you’re a new or seasoned leader, this is your guide to modern leadership. Learn to develop & own your leadership with these strategies, resources, and tools.

Getting the balance between micromanaging and hands-off managing was a lot harder than I anticipated.That's what I wrote about in my most recent article for Harvard Business Review, where I offer three red flags that you're leaning too far to either direction—and what you can do to offer your team the support and direction they need to succeed.

So many of the folks I coach are going through changes right now—one just gave her notice in order to start her own business, another is starting a brand new job after being at his last organization for eight years, and another is leading his team through a major change in structure.

Change is a major part of our work lives. We need to get better at navigating it. Let’s explore a simple model that helps us understand the structure of change and how we move through it.

All the little choices I had to make—bottles, pacifiers, sleep training, going back to work, childcare, the list goes on—felt like some kind of an algorithm that added and deducted points, spitting out a calculated score on the Good Mom barometer. I was always tallying the score. And as a result I always felt anxious and guilty.

When I was first promoted to a management position, it wasn’t much different. I put so much pressure on myself to be a Good Manager—I wanted so badly to do right by my team. (None of us want to be one of those Bad Bosses, right?) But, like so many new managers, I was learning management skills on the fly. It was as new to me as changing diapers.