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A LEADER OBSESSED WITH FEEDBACK. Our boss has just returned from a management course, and he's become obsessive about asking us how we're doing, offering us appraisals, banging on about EQ and insisting on weekly group discussions to tell both him and each other how we're all feeling.
MY CHAIRMAN IS A BACK-SEAT DRIVER. I was recently taken on as manager for a small company. The chairman, despite deciding to take a back-seat role in the business, constantly interferes and goes over my head with clients.
FIRST CLASS COACH - I look at the conventional role models for leaders and realise I'm not like that and never will be.
I have always been well liked as a manager, which may be why I find it hard to pull people up when they've done something wrong or failed to meet expectations.
MY DEPUTY HAS TURNED CUCKOO-IN-THE-NEST. I manage a medium-size printing firm. A year ago I appointed a young and ambitious deputy, who formed good relations with all of our board members. Now I think he may be using this against me.
FIRST CLASS COACH - My company was badly hit by the downturn. There have been redundancies and we're all earning less than before because there's a freeze on salary rises and bonuses.
FIRST CLASS COACH - I was delighted to be given a new role as head of a department that was in trouble, but I'm finding it impossible to deal with all the demands on my time and to decide on the priorities - everyone seems to want a piece of me, to sort out their projects and problems.
MY NEW FIRM IS IN CHAOS. I left a good company to join a start-up as the office manager. Unfortunately, the organisation is shambolic. Meetings are missed, clients are let down, and although there are just five of us in the office, internal communication only seems to exist between the boss and his...
MY BOARD WANTS ME TO MAKE FALSE EXCUSES. Q: I'm the director of corporate communications for an international company. Our finals are due, and because of a series of misjudged acquisitions, they're not exactly good news.
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