Benjamin Laker

Every leader eventually encounters an uncomfortable problem. There are more people you could develop than people you realistically can.

Most people know how to say no at work. The difficulty begins when the other person decides not to accept it.

Imagine you want a pay raise. You believe you are underpaid, your responsibilities have expanded and colleagues doing similar work elsewhere appear to earn considerably more.

Big decisions often create doubt after they’re made. Here’s how to know when new evidence justifies changing course and when your decision simply needs time.

Some of the most useful conversations about work happen with people who cannot actually help you do it. They are not on your team.

There is a peculiar moment that sometimes follows asking other people for advice.

Should you trust your gut when everyone advises you differently? Research on intuition, confirmation bias and decision-making offers a more nuanced answer.

We often talk about trust as though everyone agrees on how it works. “Trust has to be earned” is one of those phrases that sounds sensible enough to escape much scrutiny.

Should workplace trust be given or earned? Research suggests leaders should give employees enough trust to prove themselves, then let evidence determine what comes next.

Most executive teams have someone responsible for almost everything a company needs to succeed. The CFO protects its finances. The COO oversees operations.