GreatWork Blog

Building better workplaces through compliance, culture, connection

Workplace drama happens everywhere: in meetings, in email threads, and even in casual hallway conversations. It often starts small: a misunderstanding, a missed deadline, or a difference in communication style. But when left unchecked, workplace drama can quietly chip away at team morale, trust, and productivity.

If you’re a supervisor, you’ve probably had that moment when you notice something in an employee’s work that needs improvement, but you hesitate to give feedback. What if they take it the wrong way? What if feedback damages the relationship?

Stepping into a supervisory role can feel like a big leap. One day, you are focused on doing your job well, and the next, you are responsible for guiding others, making decisions that affect the team, and balancing the expectations of both staff and leadership. It is exciting, but it also comes with challenges many new supervisors are not fully prepared for.

When I tell people I’m the president of an HR consulting association, the first question is usually, “So, what’s your HR background?” The answer is…I don’t have one.

I didn’t start as an HR consultant or practitioner. I started as a receptionist — answering phones, greeting members, and figuring out the inner workings of our Association from the ground up. Over the years, I worked my way through administrative and membership roles before stepping into the president’s seat. My career path has been anything but traditional for this role — and that’s exactly why it’s been so valuable.

One thing we say in our leadership training courses offered at Cascade is, “Leaders are Learners.”

What does this mean in the workplace? In the fast-changing world that we operate in, the best leaders never stop learning. Whether you're managing a small team or guiding an entire organization, your growth sets the pace for others. The phrase “Leaders are Learners” isn’t just catchy—it’s a principle that separates thriving leaders from stagnant ones.

In today's fast-paced work environment, effective leadership is a necessity. But how do organizations truly assess how well their leaders are performing? How can they identify blind spots, build on strengths, and develop targeted improvement plans? That’s where 360 leadership feedback reviews come in.

Let’s be honest, 2025 hasn’t exactly come in gently. For many, it’s brought change after change, challenge after challenge; personally, professionally, and everywhere in between. If you're feeling like you're juggling flaming swords while riding a unicycle… you’re not alone.

Leaders are especially feeling the squeeze. The pace is relentless, the stakes are high, and the boundaries between work and life…practically vapor. You might not even be working, but I bet you're still thinking about it. And that constant mental load? It takes a toll, on your body, your sleep, your relationships, and your ability to lead effectively.

I want to share something that’s been on my mind lately about the journey we all face as women leaders. Navigating leadership isn’t just about achieving success; it’s about overcoming the unique challenges that come with it. I’ve experienced this firsthand, and participating in the Advancing Women Leaders program last Spring provided a forum for us to share our stories and struggles.

In today’s multigenerational workplace, creating a culture of inclusion and belonging is more critical than ever. With up to five generations working side by side, each bringing unique perspectives and experiences, leaders must ensure that all employees feel valued and respected, regardless of their age. A culture of inclusion across generations not only enhances collaboration and innovation but also drives organizational success.

As the crisp autumn air replaces the lazy days of summer, it's time for leaders to shed their flip-flops and dive headfirst into professional growth. Whether you're a seasoned pro, just starting your leadership journey, or somewhere in between, now's the perfect time to reset, refocus, and rejuvenate your professional development goals and set a course for success.

Goal setting is the cornerstone of progress. It's how we turn aspirations into achievements, both individually and collectively. But what if, in our pursuit of excellence, we inadvertently create a system that leaves some people behind? Traditional goal setting can often overlook the importance of inclusion and equity, leading to missed opportunities and a culture of disengagement.

Congratulations on your promotion to supervisor! Leading a team can be incredibly rewarding, but it also presents unique challenges, especially when you're now managing former colleagues or even friends.  At Cascade Employers Association, we understand that transition can be daunting. That's why we created a dynamic blended learning experience designed to empower you to excel in your new supervisory role.

While great strides have been made in the advancement of women, challenges remain. A 2023 Women in the Workplace report from McKinsey and LeanIn shows that representation of women has increased at the C-suite and senior executive levels from 17 to 28% since 2015. Unfortunately, however, progress is lagging at the manager and director levels. Without increased representation of women at lower levels of leadership, the pipeline will not support continued growth at the top.

In the dynamic landscape of leadership, conflicts are inevitable. Whether it's differences in opinions, conflicting goals, or personal clashes, leaders must possess the skills to navigate disagreements with grace and finesse. Successful conflict resolution not only strengthens team cohesion but also fosters an environment of trust and productivity. In this article, we explore key strategies that leaders can employ to address conflicts effectively and maintain a harmonious work environment.

Even though it has been many years, I remember very clearly how I felt when I accepted my first promotion to become a manager.  I felt like I was on top of the world!  I could face any challenge, solve any problem, overcome any obstacle, conquer any foe; well, you get the picture.  I rode that sense of accomplishment and invincibility for a bit with nothing but high hopes, grand ideas, and the lion's share of practical experience as an individual contributor on my side. 

Elevate your leadership in this highly anticipated blended learning opportunity which combines synchronous and asynchronous learning. This series is designed specifically for emerging leaders who are navigating the exciting transition from being a peer and stepping into a supervisory role. Registration is now open!

In the ever-evolving landscape of today's organizations, change is not just a possibility; it's a constant. Whether driven by technological advancements, market shifts, or global events, change is an inescapable reality for businesses of all sizes. To not just survive but thrive in this environment, leaders must master the art of adaptive leadership. The goal of adaptive leadership is to help organization’s stay resilient in challenging times.

I was a participant in a coaching workshop the other day where the facilitators, while encouraging skill-development and coaching, kept referring to High Potential Leaders. You know, the HIPO folks, those with ability, engagement, and aspiration to rise up and succeed in more senior, critical positions. Are you targeting your HIPO people for growth and development? We certainly hope so.

You may be asking, “How can we spot and measure high potential? Do these HIPO employees look and act differently?”

Here are a few characteristics that you may observe:

• Require little direction.
• Produce high-quality work.
• Seek leadership responsibilities.
• Take initiative.
• Are invested in company goals.
• Have positive relationships.
• Are highly adaptable.
• Exhibit a competitive attitude.

As human beings, we can expect to face challenges, adversity, disappointment, and even failure at times in our lives.  As leaders, we often face these events with an audience, with people who depend on us to see them through to the other side, and with the knowledge that our attitudes, choices, and actions will likely set the tone for all who follow us.  

Are you familiar with the adage that employees should "leave their personal lives at the door" when they come to work?  The general idea is that this is a place of business and personal issues do not belong here.  But seeing that humans are living, breathing, and feeling life forms that exist in more than one dimension, life can get pretty messy sometimes.  Stress is part of life and employees will inevitably face personal challenges that could negatively impact their productivity, focus, and even attitude at work.  As leaders, we must be better prepared to address these challenges and provide support and assistance while still holding employees accountable for their performance. 

Leaders are under a great deal of pressure and often find themselves increasingly stressed and anxious. This tension often bleeds into their personal lives causing disruption and unease. Leaders work long hours which easily exceed a 40-hour workweek and they often find themselves bringing work home with them literally, mentally, and emotionally.  Stress often begins when boundaries become blurred and the insulation we wrap around ourselves for protection becomes weak. If this sounds familiar to you, the following strategies may help you recognize and cope with stress before it becomes detrimental to your personal and professional life as well as your health. 

Are you setting goals this year? Not the New Year’s resolution kind. The kind that are tied to the ongoing strategy of your company or organization. The goals that make a difference in the way your team members connect to and engage with that strategy. The week-to-week conversations about stretching to achieve. The kind of goals that empower the individual. These conversations, done well, are one of the crucial elements in making performance conversations energizing and enjoyable. What could go wrong?

Emotional Capital is the glue that holds together the relationship between an identified goal, and commitment to fulfilment of that goal. It is an often overlooked, intangible asset with deep reservoirs. The return on its proper investment can yield tremendous results in employee productivity and engagement. So how does the savvy leader, manager, supervisor, or coach get an employee to make this type of emotional investment in the workplace? How do we inspire employees to take personal ownership of the tasks and responsibilities associated with their roles/positions?

There is an old (traditional?) management technique, fondly referred to as the feedback sandwich, that has outlived its usefulness. It may have been a flawed approach to begin with. In our two-day Basics of Supervision class this dynamic never fails to get some attention and spirited debate. How do I give my employees feedback without making them defensive?

Does your workplace have a catch-all word for a problem that turns out to have several layers? It only takes two to miscommunicate. Add departments, shifts, language and culture. Multiply by 10 or 20. Ah, “communication issues.”  It may be that these are universal and your own challenges may just be a question of degree.  Here are a few suggestions on how to identify, separate, and effectively address some of these important communication issues.

As a member of the team, supervisors must understand that without trust, teamwork is all but impossible. Conversations with team members may become suspect. This may result in individual team members avoiding necessary conversations for fear of being misinterpreted or misunderstood. Without conversations, we cannot build trust. Where there is no trust, there is no relationship, and where there is no relationship, it is hard to gain influence. Without influence, it is hard to lead because leadership is influence.

I really wish we could give you a solution to the employment and retention challenge so many of our workplaces are facing. Typical punditry would mean that the next few paragraphs offer some focused wisdom that solves all our current attract-and-retain problems. Prepare to be disappointed. On the other hand, we might be onto something. I am sharing here some well-tested ideas that require some serious self-reflection and a bit of leadership development. Many employers are shifting the “entry way” conversation and might be offering something that helps us all in the long run.

Do you find yourself wondering how your employees are really doing in this new workplace? Do they feel connected? Are they too stressed? Do they have what they need to do their jobs well? Sometimes it’s easier for leadership to identify when employees are feeling disconnected or overwhelmed when everyone is in the same physical workplace. But the new workplace presents some challenges in this regard. 

While social distancing these days refers mostly to the physical distance we maintain, workplaces have always been a place where the navigation through emotional and personal distancing is often challenging. We are encouraged to establish close and caring relationships with our coworkers and somehow keep a professional “fence” up in certain areas. For some employees, navigating through these “professional boundary” territories is tough and guidelines are often unclear.

In the workplace, regardless of the diversity you bring, everyone wants four things: to be recognized, appreciated, valued, and have their talents and skills utilized. The challenge is in how to make sure everyone is getting what they want and need. Learn more at our October 13 session on Understanding and Managing Different Behavioral Styles.