Your first 90 days as a new manager
The jump from contributor to manager is a job change. Treat it like one.
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Thomas Whitfield
Staff Writer — Leadership
Thomas worked for nine years in management consulting before moving into leadership development, where he has run workshops for hundreds of newly promoted managers. He is most interested in the gap between being a strong individual contributor and being a good boss — a gap almost no one is prepared for.
At Cadence he writes about feedback, delegation, difficult conversations, and decision-making under uncertainty. He holds an MBA and lives in Edinburgh.
MBAEx-Management ConsultantLeadership facilitator
Articles by Thomas
How to give feedback people can actually use
Kind and clear aren't opposites. A structure for feedback that actually changes things.
The one-on-one meeting that's actually worth keeping
Most one-on-ones are status updates. Here's how to make them matter.
Delegating without dumping: a manager's guide
Delegation is a skill, not a relief valve. Learn to do it on purpose.
How to have a difficult conversation at work
The talk you keep putting off usually gets worse with waiting. A way in.
How to run a meeting people don't resent
Most meetings shouldn't exist. For the ones that should, run them well.
Decision-making when you don't have all the facts
You'll rarely have enough information. Decide well anyway.
Managing someone older or more experienced than you
You don't have to be the expert in the room to lead the room.
Presenting with confidence when you're not a natural
You don't need charisma. You need a structure and a few reps.
How to disagree with your boss productively
Disagreement, handled well, builds trust instead of spending it.