In the early stages of a company, Founder CEOs are closer to peers than bosses. Everyone is working around the clock to make the business work. Relationships are often personal and somewhat informal.

In our previous blog, we discussed three of the common challenges new leaders face: (1) Communicating with your team in a way that boosts engagement and productivity; (2) Delegating effectively; (3) Managing your time. In this blog, we are continuing our conversation.

We Over the past two years, I have seen a dramatic rise in the number of middle managers seeking coaching because they are overwhelmed and uncertain of how to effectively manage their teams. They are putting pressure on themselves, but they are also feeling dissatisfaction from their team and their senior leaders.

Among all of the challenges and opportunities presented by COVID-19, there is a potential impact that that isn’t being discussed very much – if at all: The remote work situation provides fertile ground for unconscious bias.

Recently, I was out of town facilitating a Board/CEO retreat. The retreat was incredibly productive. Everyone willing to put tough issues on the table and candidly discuss them. At the end of the retreat, strained relationships had been strengthened, expectations had been clarified and agreed upon, and there was an understanding and appreciation of the value each member of the Board could bring to the CEO. There was an enthusiasm, cohesion, and excitement in the group that hadn’t been present for months. To say that I was riding high would be an understatement.