I recently did a workshop for a group of CEOs at which the Chair asked the participants, "What single piece of wisdom have you learned about managing people?" Here are some of their responses:
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CEO responses
- Don't try to manage more than seven reports at a time.
- Be firm, but fair.
- Focus on the problem and not the person.
- Never look a gift resignation in the mouth.
- Be direct; people want the truth and nothing but the truth.
- Tap into the company's informal communication network.
- Don't take things personally (one of Don Miguel Ruiz's Four Agreements).
- Never take sides.
- Listen (can you listen to someone for five minutes straight without any interruption, criticism, or judgment?).
- Be slow to hire and fast to fire (a popular topic in the workshop!).
- Bear in mind that a decision driven by emotion, is not driven by logic (or, as I like to say, if it doesn't make sense, don't try to make sense out of it!).
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Frequently Asked Questions
How many direct reports should a manager have?
Many CEOs recommend keeping direct reports to a manageable number—often around five to seven—so a manager can give adequate time and attention to each person.
What does "focus on the problem and not the person" look like in practice?
It means addressing specific behaviors or outcomes with clear examples and expectations while avoiding personal attacks or character judgments.
How should I respond when team dynamics become emotional?
Pause to let emotions settle, listen actively, and then refocus the conversation on facts and next steps rather than assigning blame.
When is it appropriate to accept a resignation without negotiation?
If the departure is clearly for the best—maintaining team morale or removing ongoing disruption—many leaders consider it reasonable to accept without prolonged negotiation.