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.
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 lightning-fast birth of a bubble
Are your views the result of your own reflection – or of cleverly served information? We look deeper, where the information bubble is created not by algorithms but by our psyche.
Do you know your team?
Micromanagement often stems from a lack of knowledge about the team’s real competencies. Why diagnosing your people’s skills is the best antidote to excessive control – and how the NESSE Competency Map helps.
Western civilisation – meaning what? Cultural circles and their influence on the approach to work
What exactly is Western civilisation, and how do different cultural circles influence the approach to work? We discuss Samuel Huntington’s perspective and how different civilisations shape attitudes to work.
Our surprises in multicultural cooperation: myths and how to debunk them
Multicultural cooperation is a great opportunity, but also a source of surprises and challenges. We debunk the most common cultural myths and show what working in diverse teams really looks like.
What is neurodiversity?
What is neurodiversity and why does it matter at work? Neurodiversity covers natural differences in how the brain works, such as ADHD, autism or dyslexia. Key definitions and how to create a work environment that supports everyone.
Cultural differences at work – how our everyday life is changing
Intercultural cooperation has become everyday reality for many organisations. How cultural differences – described in Geert Hofstede’s six dimensions – affect work in international teams, and how to turn them from a challenge into an advantage.
Loyalty games at work: between loyalty and loyalism
“Are you with us or against us?” In many organisations loyalty is the supreme value – but the line between loyalty and loyalism can blur, silencing feedback and poisoning teams from within.
Not a family, but a contract – and that’s a good thing!
Can you build relationships at work without emotional blackmail? Why a clear contract – not emotional closeness – gives real security and room to grow.
A company is not a family. It’s something better: a team with rules
“We offer a family atmosphere” – once a magic phrase in job ads, today often read with irony. Why the myth of the company as a family is cracking, and what mature organisations offer instead.
The dark triad burns people out
78.3% of Poles reported symptoms of burnout in 2024. Behind many destructive workplace phenomena are people with dark triad traits: narcissism, Machiavellianism and psychopathy.
Neuroleadership: the key to more effective management and organisational development
Neuroleadership uses neuroscience to understand and improve decision-making and leadership. What it teaches about the uniqueness of the brain, emotions, rewards, change and focus.
Neurodiversity in the team
Managers often reject candidates for reasons unrelated to their real competencies. What a neurodivergent employee can bring to a team – and what it asks of the manager.
Neurodivergent people in the team: a burden or talents?
Can neurodivergent employees be a challenge – or do they bring undiscovered benefits? Challenges, hidden talents and the competitive advantage of neurodiverse teams.