Leaders have the right to set requirements. Even after 5 November.
New Polish rules on workplace bullying take effect on 5 November 2026. They don’t take away a leader’s right to set requirements – they shift the focus to two questions: does your assessment have a basis, and do you deliver it in the right form?
Honesty that pays off. Why we build negotiations on relationships and win-win
The best negotiations are the ones after which both sides want to meet again – not because they have to, but because it is worth it. Why honesty and a friendly relationship strengthen your position rather than weaken it.
Before the peak hits: prepare your team, not just the schedule
Peak season doesn’t create new problems – it multiplies the ones you already have. September is the last month in which you can fix them more cheaply than in November.
Workplace bullying under the new rules: why November 2026 changes the game for every employer in Poland
For over 20 years the Polish rules on workplace bullying barely changed. In 2026 that ends – in a way that will mean rebuilding procedures, documentation and management practice for many organisations, not a cosmetic fix.
The annual review that changes nothing
Annual reviews have a structural flaw: the assessor and the person assessed sit on the same side of a relationship they both want to keep. It is easier to write 4/5 and move on.
The most dangerous employee in your company isn’t the one who leaves
The most expensive departures are the ones that never appear in any report, because formally they never happened. The person still comes to work and delivers results – but mentally they are already gone.
False agreement. Why board decisions die even though nobody objected
Nobody killed the decision. It’s just that nobody fed it. False agreement is not an accident – it is a repeatable mechanism, and a rational response by people to a system in which open disagreement doesn’t pay.
What to do when departmental goals conflict
Some goals are meant to conflict – and trying to unify them does more harm than the conflict. How to make the contradiction produce good decisions instead of war between departments.
How to get along with a department that plays against you
There is a department in your company whose name alone makes you clench your teeth. Here’s the uncomfortable news: they think exactly the same about you. How to stop losing every interface without changing the system.
The war between departments has a price. Nobody just books it
“It’s not our fault, it’s production.” It sounds like ordinary blame-shifting. In fact it is the sound of a company paying a tax on its own silos – a tax nobody books, though everyone pays it.
“You can always count on her” – a compliment that is sometimes a sentence
The person who simply delivers, week after week, gets the next project – not because they are the best fit, but because they are the safest choice. That is how competence starts being punished with extra workload.
Half the team on holiday. How not to burn out the other half
Pushing the people who stayed will work – for a week, maybe two. Then it starts eating away at exactly the people you rely on most. This is about getting through summer with the same team, not a smaller one.
The resignation arrives in September. The decision is made on holiday
If a key person leaving surprises you, you’ve been reading lagging data. The decision you hold in September wasn’t made in September – it crystallised where the person finally had time to think. On holiday.
5 signs your team runs on you, not on competencies
“Without you, it would all fall apart” sounds like recognition. In fact, it is a diagnosis. Five signals to check honestly.
The training took place. So what?
47 training days, 280 people trained, satisfaction 4.6 out of 5. And then the board asks: “And what has actually changed on the shop floor?” How to stop buying activity and start buying results.
Change fatigue
Your people aren’t resisting change. They’re simply tired. After the pandemic, restructurings and AI rollouts, adaptive resources have reached their limit. The key signals of change fatigue and what a leader can do right now.
A stress app won’t heal the system. But it can help you survive
Well-being has become topic number one, and HR reaches for digital tools: meditation apps, wearables, micro-exercises. There is something valuable in this trend – and something worrying. It’s worth naming both.
AI coach in HR: a helpful tool or the illusion of a mentor?
More and more organisations use AI to develop their people’s communication and assertiveness. It’s tempting – fast, scalable, cheap. But before you roll out an AI coach, it’s worth asking: what are we really getting?
Don’t search for words. Choose the right key.
Management is a craft that requires choosing the right model for the situation. The key is the 70/30 rule: the leader provides the structure, the employee does 70% of the talking and takes responsibility for the solution.
Why does feedback still “hurt”? 20 questions every leader asks
Even with models such as SBI or FUKO, feedback still triggers fear because it hits our basic need for acceptance. The key to overcoming resistance is making it systematic – turning rare “attacks” into regular work hygiene.