All H View stories on Leadership: practical explainers, reviews and perspectives, newest first.
26 stories
Software projects are often estimated using a particular team structure, toolset, workflow, and development speed. A deadline that looks realistic under one delivery model can become unrealistic very quickly when those assumptions change halfway through execution. The problem bec
There is an unusual leadership problem that appears when an employee is preparing to leave an organisation but still feels responsible for the project they have been carrying. Instead of stopping exactly at the assigned milestone, doing the minimum required for handover, and leav
When an employee resigns, many organisations move quickly into replacement mode. The manager informs HR, the vacancy is reopened, resumes start arriving, interviews are scheduled, and within a few weeks the company hopes to put another person into the same role. Operationally, th
For many corporate employees, the workday begins long before they actually start working. They wake up early, get ready, travel through traffic, search for parking or commute through crowded public transport, reach the office already mentally tired, and then spend the first part
Many projects begin with an assumption that sounds reasonable on paper: the client will explain what they need, the project team will understand it, the requirements will be documented, and development will begin. In reality, projects are rarely that clean. Clients often know the
Many companies proudly talk about new hires, growing teams, expanding departments, and increasing headcount. On paper, this looks like progress because more employees usually suggest more capacity, broader skills, and stronger business growth. However, headcount alone does not te
Leadership is often misunderstood because authority is much easier to notice than influence. The person speaking most confidently in a meeting, assigning tasks, reviewing work, setting deadlines, or making the final decision may naturally appear to be the leader. From the outside
Most employees enter a workplace believing that good work will eventually speak for itself. They assume that solving difficult problems, meeting deadlines, supporting colleagues, and consistently delivering results will naturally lead to recognition and career growth. In healthy
Years of experience can earn a person authority, credibility, and influence inside an organisation. A manager who has handled difficult projects, worked with multiple teams, solved operational problems, and survived years of pressure naturally develops knowledge that younger empl
A normal workday often begins with a reasonable plan. An employee may have three important tasks, a known deadline, and a clear understanding of what needs to be finished before the day ends. Then an unexpected client request arrives and is immediately labelled urgent. A meeting
Most workplace conflicts do not begin with major failures. They begin with small moments where communication becomes unnecessarily complicated, especially when employees are trying to understand what was discussed, what changed, or what needs to happen next. A person may miss a m
Every workplace has someone people quietly depend on more than they admit. When something breaks, that person is called. When a deadline is at risk, they are asked to step in. When a new employee joins, they are expected to explain the process. When a client becomes difficult, th
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