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Going back to work is tough for any new parent, but the transition is especially difficult for those suffering from postpartum depression. (Remember, postpartum depression affects both women and men.) If you manage someone who has recently had a baby, pay close attention to how they’re doing — a parent’s struggle doesn’t always show on the outside. Some people may overcompensate by working too hard, while others may show a loss of enthusiasm. Familiarize yourself with the services your firm offers — which may include groups for working parents, health care coverage for counseling, or post-natal yoga or meditation classes — so that you can help your employee access support. Offer options such as flex time, telecommuting, gradual return, or peer mentoring. In fact, it’s a good idea to offer these things to all team members so that the new parent doesn’t feel singled out. Find ways to make supporting employees and their mental health part of your culture. Adapted from " What Managers...

When managers delegate too often, their employees feel abandoned and unmotivated. There are a number of warning signs that you over-delegate, from miscommunicating with your team, to hearing about issues at the last minute, to misunderstanding how your employees set priorities. But the solution isn’t to overcorrect and start doing a bunch of low-level tasks. One approach is to signal that you’re reengaging by taking on a project that’s closely tied to your team’s work. Another is to reset expectations with your team. Use an offsite or planning meeting to reconfirm the vision for the department and get everyone on the same page about goals. It’s also a good idea to double down on communicating your vision for the team. Use every opportunity to stress and reinforce the message. You can remind people about the overarching vision at the beginning of a project, during town halls and other forums, or periodically through email. Adapted from " How to Tell If You’re Delegating Too Much — ...

A CEO whom we’ll call Melissa was exasperated. Having delivered seven years of breakthrough performance and nearing retirement, she was eager to select and prepare her successor. Members of her executive team were strong in their current roles but none was quite right for the top job. As we considered a broader group of potential candidates, the CHRO chimed in with an idea: “What about Tom? He is very strategic and his teams would take the hill for him. He might be worth looking at as an option.” Then the CHRO paused for a moment and added, “Of course there is this issue of his executive presence. Tom often hogs the spotlight in meetings unaware of how that alienates his peers. And…well…I don’t know how to put this, but he has noticeable body odor that’s a real turnoff.” Melissa agreed: “Tom is a brilliant business mind, but I just can’t see him representing our company.” As it turns out, for eighteen years Tom had received stellar performance reviews and top bonuses on the strength of...

What working parent hasn’t felt guilty about missing soccer games and piano recitals? When there are last-minute schedule changes at work or required travel to a client site, it’s normal to worry that you’re somehow permanently scarring your little one. But how does our work affect our children’s lives?  About two decades ago, in a study that surveyed approximately 900 business professionals ranging from 25 to 63 years old, across an array of industries, Drexel University’s Jeff Greenhaus and I explored the relationship between work and family life and described how these two aspects of life are both allies and enemies .  In light of the deservedly increased attention we’re now paying to mental health problems in our society, it’s worth taking a fresh look at some of our findings on how the emotional lives of children — the unseen stakeholders at work — are affected by their parents’ careers.  Our findings help explain what’s been observed since our original research abo...

You walk down the hall, head spinning — unsure of how to stabilize yourself. You went into your one-on-one thinking you had clarity on your current priorities. You just left it wondering how in the world you would squeeze in the five new ideas your boss just dreamed up. You cringe when you have the premonition that an email with the subject line “another thought” might be waiting for you once you reach your desk. Visionary bosses can be exciting, fun, and innovative. They can also feel overwhelming when there’s no way that you can keep up with all of their creative ideas. As a time management coach, I’ve coached many creative idea people and coached many people managed by creative idea people. Based on that experience, here are some helpful strategies for managing up when your boss gets distracted by too many creative ideas. Foster Mutual Respect If you find yourself overwhelmed by your boss’s creative ideas, most likely you are more of an action-oriented person. If you’re not careful,...

When senior executives retire, there is no shortage of activities to occupy them — serving on boards, mentoring others, being with family. In fact, deciding what to do with your time can be a bit overwhelming. To ease the transition into retirement, think through your priorities: Where do you want to focus your time and effort when it comes to business, philanthropy, and family? That way, when opportunities come up, you can assess how they fit your goals. Write down the number of hours per day, and days per year, that you want to work. (Budget a little extra, since having a portfolio of activities can lead to unexpected time requirements.) Be sure to allot time for family and your hobbies so that they don’t get crowded out by work commitments. And don’t be afraid to say “no,” or at least “maybe,” to new opportunities. Take it slow, and see what other offers come your way before committing. Adapted from " The CEO’s Guide to Retirement ," by Marc A. Feigen and Ron Williams

As a manager, it’s your job to make sure everyone on your team keeps learning. But beyond encouraging people to take classes and go to conferences, how do you do it? A good starting point is to talk about your own development. When managers open up about their personal areas for improvement, it becomes more acceptable for everyone else to do the same. Ask yourself these questions, and share the answers with your team: “What areas do I need to grow the most in? What insights have I found helpful in accomplishing these goals?” And when you come back from a workshop or training, don’t resort to the typical “It was interesting” summary — be specific. For example, you might say, “I thought I was a good listener, but now I can see that this is a growth area for me. The training showed me new ways to interact with others, and although they aren’t necessarily comfortable for me, I’m going to try them out.” Adapted from " Make Sure Everyone on Your Team Sees Learning as Part of Their Job ,...