Month: April 2026

We all have those days where, as senior managers, we have important work to do, but are side tracked fighting fires, managing emotions and tiptoeing around people and issues.

This is all part and parcel of managing an organisation, but it does prevent us delivering on our work priorities. Just ask the Government this week!

A unified senior leadership team is an essential component of a successful organisation.

Keeping focus and unity within a Senior Leadership Team is a constant and on-going priority.

Distractions impede progress. Leaks, rumours, gossip and time spent managing internal and/or external public relations is all wasteful and means that more important and potentially critical issues take a back seat.

We have all seen this happen.

Whether it is a surprise promotion, rumours of poor performance, a personal scandal or simply the long-held dissatisfaction that fires up on the back of an apparently innocuous incident, these things can take on a life of their own, dominate workplace conversations and take up valuable time to manage.

Fortunately, most situations don’t usually play out in the media. This makes it far easier to control the environment and refocus your team on what is important.

1. Maintain Professionalism and Lead by Example

The second you open the door to gossip or office politics by engaging in it or allowing these conversations to happen while you are present, you condone it. Think through your behaviour, let you team know when conversations aren’t appropriate and shut things down quickly when meetings or discussions descend into areas which aren’t productive.

2. Encourage open and constructive communication

It may sound counterintuitive when we are also advocating shutting things down but often gossip or office politics can stem from an unpopular decision or action which may then require open and constructive dialogue to resolve. This allows for an objective focus on the root cause of the problem, rather than a series of personal discussions.

If everyone is talking about the IT team’s poor performance on a project, address the issue. Bring it back to facts, accept feedback and take meaningful action. Once you have done this and the issue has been addressed, a “move on” attitude tends to take over.

Pretending problems aren’t there just escalates the chatter.

3. Develop your leaders to address issues

You may be handling the situation well but what about your managers? What happens when you aren’t present?

Develop your leaders to have the skills to recognise when conversations aren’t constructive.

Having leaders who have the skills and confidence to deal with these types of issues effectively makes a big difference as to how quickly you can refocus your team on important matters.

4. Reinforce your values

Most businesses will have a set of values in place that contain some reference to how you should treat others….and this is a good time to reinforce this.

Remind your team why your values are important – not just a pretty picture on the wall.

Giving examples of behaviour which aligns with your values and what doesn’t, can be a powerful way of encouraging your team to self-reflect and change the conversations and interactions they are having with each other.

Left unchecked, office gossip, rumours and unresolved issues can have a significant impact on your team’s productivity, wellbeing and sense of safety.

 So, before you engage, or think “it will die down” take a moment to reflect on the organisation you want to lead and take action immediately.

Positive People have over 30 year’s supporting businesses to build productive engaged teams.

 If you need help managing a workplace situation, call us now on 0800 00 00 49.

Hiring someone new to join the team is exciting, but what happens next matters just as much as the hire itself. Onboarding is where expectations are set, confidence is built, and new employees decide whether they feel like they truly belong. When onboarding is done well, people settle in faster, perform better, and are more likely to stay.

Too often, onboarding is treated as a checklist to get through on day one. In reality, it’s an ongoing process that plays a huge role in how successful a new employee will be.

Why Good Onboarding Matters

The first few weeks shape how a new employee experiences your organisation. It’s when they’re learning how things really work, who to ask for help, what “good performance” looks like, and how they fit into the team.

A strong onboarding experience helps new employees feel supported and confident early on. It reduces uncertainty, builds engagement, and sets clear expectations from the start. When onboarding is rushed or inconsistent, misunderstandings and performance issues are far more likely to appear later.

Onboarding Is More Than Forms and Policies

While paperwork and policies are important, onboarding shouldn’t stop there. New employees also need context including how decisions are made, how communication works, and what success looks like in practice.

This is the chance to talk through expectations, explain how the role works in practice, and share the thinking behind the way things are done. That understanding helps employees feel confident and make better decisions from the start

The Benefits for Employers and Employees

Good onboarding benefits both employers and employees. Employers see stronger early performance, fewer issues during trial or probationary periods, and better retention. Employees gain clarity, confidence, and a sense of connection, making it easier for them to ask questions and contribute sooner.

Simply put, people who feel welcomed and supported from day one are far more likely to succeed.

Simple Ways to Improve Your Onboarding

Effective onboarding doesn’t have to be complicated. Starting the process before day one, setting clear expectations early, and checking in regularly during the first few weeks can make a big difference. Introducing new employees to their team, assigning a buddy, and creating space for questions all help people feel more comfortable and engaged.

Regular check‑ins are especially important. They give new employees the chance to raise concerns early and show that support is available, not just on their first day, but throughout the transition.

Onboarding isn’t something that ends after the first day or even the first week. It’s a gradual process of helping someone find their place, understand expectations, and grow into their role.

When onboarding is done well, it sets everyone up for success. Employees feel confident and connected, and employers benefit from stronger performance, better retention, and more positive working relationships.