Today, we're diving into the feels – both yours and your employee's – and how to handle them like the emotionally intelligent leader you are (or aspire to be).

It’s important to keep in mind that when we give someone corrective or critical feedback, it will likely trigger a "fear response" in that person. Here’s how to mitigate that defensiveness.

Four immediately actionable ways (as in, you can do these today or tomorrow) you as a manager can create psychological safety with your team members…and why you should.

Feeling defensive is human. It’s a manifestation of a fear response that takes place in our amygdala fear and triggers our “fight, flight, or freeze” instincts.

Management processes, such as creating employee development plans and conducting regular one-on-ones, are essential. They create structure. They provide the channels for communication, alignment, and accountability. But if you’re trying to build a leadership culture — not just check management boxes — processes alone aren’t enough.

It's no secret that mistakes are part of learning—but why are errors so crucial? According to neuroscientist Andrew Huberman (Stanford School of Medicine) and organizational behavior scholar Amy Edmondson (Harvard Business School), our brains and organizations benefit when errors are openly explored rather than hidden.

Dive into the world of difficult conversations and challenging employee responses, armed with tools to make these interactions win-wins for everyone.

Systems thinking is a powerful tool for managers. It helps us move beyond simplistic, linear thinking to understand the complex, interconnected nature of our organizations.

It's no secret that mistakes are part of learning—but why are errors so crucial? According to neuroscientist Andrew Huberman (Stanford School of Medicine) and organizational behavior scholar Amy Edmondson (Harvard Business School), our brains and organizations benefit when errors are openly explored rather than hidden.

Spending trust means leaning into the things we tend to avoid: conflict, disagreement, feedback, and accountability.

In a healthy leadership team all leaders, from supervisors to executives, are singing off the same sheet of music with best-practice leadership and management behaviors.

It’s important to keep in mind that when we give someone corrective or critical feedback, it will likely trigger a "fear response" in that person. Here’s how to mitigate that defensiveness.

Discover why genuine appreciation is one of the strongest drivers of engagement—and how managers can use it to build trust, engagement, and motivation.

If you want to improve engagement, the best place to start is to improve your leadership culture.

Managing others well involves a specific set of best-practice, tried-and-true management skills. We’ve narrowed them down to what we call “The Top 15 Management Skills” based on years of observing managers and following the research.

At Nash Consulting, we believe that understanding the four behavior styles is one of the most powerful tools available to managers. Why? Because in our 30 years of working with leaders, we've consistently seen that managers who understand behavior styles - both their own and their team members' - are simply more effective leaders.

Management processes, such as creating employee development plans and conducting regular one-on-ones, are essential. They create structure. They provide the channels for communication, alignment, and accountability. But if you’re trying to build a leadership culture — not just check management boxes — processes alone aren’t enough.

When management isn’t working, the ripple effects show up everywhere. And yet... time and again, organizations underinvest in management development. Why? Here are four reasons we see all the time.

Discover why genuine appreciation is one of the strongest drivers of engagement—and how managers can use it to build trust, engagement, and motivation.

When a team creates space for honest disagreement, for dissent, for people to be authentic —expressing their instincts, questions, concerns, and unique thinking styles—something powerful happens. Decisions get better. Outcomes improve. Innovations surface.

Navigating friendships with employees can be complex, yet it is achievable through transparent communication, well-defined boundaries, and a dedication to professional conduct. It’s essential to strive for a workplace atmosphere where all individuals feel appreciated, respected, and treated equitably, whether or not you choose to be friends with your employees.