How do I manage someone who's been doing the job for years and stopped growing?
They stopped growing because you stopped requiring it.
The Handbook answers real questions from real managers. We monitor what people are actually searching for and deliver practical, data-backed answers twice a week. No theory, just what you need to know.
They stopped growing because you stopped requiring it.
You can't talk to someone about their attitude. Attitude isn't a thing you can address, because it isn't a thing.
When a top performer tells you they're thinking about leaving, the conversation you're having is downstream of a decision that started forming months ago.
You can't make people pay attention. But you can make meetings worth paying attention to.
Meeting airtime isn't a personality trait. It's a managed resource. And right now, you're not managing it.
Most managers optimize the wrong processes and tolerate the right ones, and then wonder why their team feels stuck.
Half your team thinks you're wrong about something right now. They're just not telling you.
The tool isn't the problem. You're accepting work below your standard, and you never made the standard explicit because you never had to before.
Most 30/60/90 plans are activity lists. That's onboarding theater.
Top performers don't quit over titles. They quit because their Tuesday looks the same as it did 18 months ago.