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A political dilemmaAs the only woman on a board of directors, Helen feels a strong aversion to socialising with her colleagues on golfing days and wine-tasting sessions. But as Mary-Louise Angoujard explains, this is all about organisational politics, not gender.
Between a rock and a hard placeWhen one manager tells you one thing and another says precisely the opposite, what can you do? In this month's advice clinic, Peter Vajda suggests a course of action for someone caught in the middle of just such a situation.
Help me to move on
This month, Peter Vajda offers some advice about the difference between being likable and needing to be liked, and what that means in the workplace. As he explains, almost everyone wants to be liked. But you can't build a career solely around being liked. Nurturing talent?
A member of Richard's IT team is keen to expand her capabilities and is spending time on projects not formally within the scope of her job. Her supervisor sees this as a problem. But Steve Huxham's advice is to view this in the context of good talent management strategy. Choking on her own venom
When men are out of balance and disconnected to their personal power they resort to aggression and violence. When women are out of touch with their personal power, they resort to control and manipulation - which is exactly what Gareth's boss is doing. So how can he deal with her? How can I fix this relationship?
Ellen is enjoying her new job – or at least she was until she refused to go out for a drink with her manager. Now his behaviour has become angry and aggressive and is causing her real concern. Peter Vajda suggests an approach to defuse the situation without "going nuclear". How do I draw the line?
Connie manages two other people, one of whom is distracted, unproductive and unfocused - and she's had little success in trying to change this behavior. Dan Bobinski maps out a management strategy with a better chnace of success. Dealing with an indiscreet boss
Laura's ultimate boss has a habit of discussing personnel issues about her in public places with others present - despite her asking him not to. Charles Helliwell suggests that this is something she needs to deal with quickly and decisively. Who should be the boss?
Gina and a colleague work closely as equals. But as their company changes, their positions are not fitting well into the organizational charts. One needs to become the manager of the other. But which one? Charles Helliwell has a creative solution. How do I deal with my duplicitous boss?
Andrea's boss is untrustworthy, scheming and incompetent with an over-inflated opinion of her own abilities. But she is also politically savvy and popular with senior management. Charles Helliwell has some suggestions for handling a difficult situation. I've inherited a dysfunctional team!
Sarah is the new supervisor of a small team with more than its fair share of problems. Chales Helliwell has some advice on how she should start the rebuilding process. How to handle the boss from hell
Quixotic, inconsistent, obstructive and harassing, Nathan's boss seems to be out of control. And as Charles Helliwell explains, dealing with him will require making some tough decisions. How do I motivate my bored staff?
Elizabeth has recently been promoted to manageress of two busy shops. But her efforts to make the job a success are being undermined by the attitudes of her two staff members who are not willing to pull their weight. Charles Helliwell rides to the rescue. How do I earn respect?
Simon has a new job managing a small team. Everyone is on board except one very employee who is rude, disrespectful and seems determined to cause problems. Workplace psychologist Dr Rob Yeung has some timely advice to turn the situation around. Blood is thicker than water
Alison is a long-time employee of a family-owned company. But she has fallen foul of the owner's daughter, whose management style leaves much to be desired. Charles Helliwell spells out what her options are now. The wrong background?
Mary has recently been promoted into a senior role within an all-male technical team. But with a background in sales, her colleagues seem to have little respect for her opinions and criticize her for a lack of technical knowledge. What can she do? My team is dysfunctional: help!
Louisa's teams spend too much time backstabbing and finding reasons to complain. All her attempts to get their behaviour back on track fail. "I could really use some help," she says. How do I act "more senior"?
Jane keeps being told by her boss to be "more senior" yet when questioned as to what this means receives simply a shrug. She asks what she can do to give the impression that she is more senior. Dealing with a backstabber
Harry has landed his dream job. But his task of implementing change is being undermined by an aggressive, back-stabbing colleague who seems determined to resist all of Harry's initiatives and who even their mutual boss is unable to control. What can he do? How do I manage on a budget?
Anne is a newly-appointed department manager at a community college. With a demoralised skeleton staff and severe budget issues, she is already disheartened. Charles Helliwell has some advice to help her build morale and start to manage effectively. She's a nightmare – but irreplaceable
One of David's employees generates around 30% of his company's sales. But she is a nightmare to work with, alienating colleagues and poisoning the atmosphere. Dan Bobinski suggests how to deal with the situation. When the boss crosses the line
Kate works as an assistant to eight people. All are demanding, but one crosses the line between the professional and personal and acts like a jerk when she asks him not to. Charles Helliwell has some advice on dealing with him. Challenged!
One of Carla's direct reports has directly challenged her management style and decision-making – and done so in writing. How should she react? Charles Helliwell scopes out a course of action. Letting the side down
One of the staff Paul manages doesn't pull his weight, is always coming up with excuses for time off and now clams to have picked up an injury. Something needs to be done – but what? 
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Charles Helliwell
For the past 15 years, Charles Helliwell has been enjoying a lifestyle and earning an income as a behavioural and relationship mentor who specialises in the personal and professional development of people in business.
Dan Bobinski
Dan Bobinski is a training specialist, author, and an accomplished keynote speaker. He's been the president of Leadership Development, Inc., providing workforce and management training to Fortune 500 companies as well as smaller, regional concerns for more than 18 years.
Myra White
Myra White teaches managing workplace performance and organizational behavior at Harvard University and is a clinical instructor at Harvard Medical School. She is the author of "Follow the Yellow Brick Road: A Harvard Psychologist's Guide to Becoming a Superstar", a book based on her research into how over 60 well-known people became superstars.
Andy Parsley
Andy Parsley helps organisations positively engage with two key audiences: their employees and their customers – both existing and potential. A marketing communications expert, he is the founder of Green Lion Insights and Solutions – an employee engagement consultancy and a regular writer and speaker on employment issues.
Rob Yeung
Dr Rob Yeung is a Director and executive coach at leadership consulting firm Talentspace. He is the author of over a dozen career and management books including "Confidence: The art of getting whatever you want", "Office Politics: The New Rules" and "Successful Interviewing and Recruitment".
Andy Hanselman
Andy Hanselman is a business competitiveness specialist who helps leaders creative competitive advantage, maximise customer relationships and improve customer care.
Laura Crawshaw
Laura Crawshaw researches and coaches abrasive leaders, otherwise known as "bully bosses". She is known as "The Boss Whisperer™" for her ability to help these individuals develop less destructive management styles.
Dawna Jones
Dawna Jones coaches those who want to coach themselves, develops programs for employees to regain their capacity to self and collectively lead, consults on the organizational cultural adjustments and connects employees with their inherent, tacit knowledge with application to real work challenges.
Mary-Louise Angoujard
Mary-Louise is founder and Managing Director of Rapporta has over ten years' experience as a professional speaker, trainer and executive coach.
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