Forces at Work is the podcast where we answer your burning questions about tricky workplace dynamics and deliver advice (and informed opinions!) to help you show up to work smarter tomorrow.

Katharine and Jake tackle topics like awkward performance reviews, sham performance improvement plans, dysfunctional hiring practices, and much much more.

Raven is the Director of Sales Operations at a relatively small tech company who recently received feedback from her CEO that she’s “crushing it,” but should probably stop wearing t-shirts to work.

Katharine and Jake discuss the problem with HR informality inside startups, why performance reviews must focus on actual job performance, and how to navigate skip-level feedback in the modern workplace.

Sarah is the Client Relations Manager at a small branding and marketing agency who was recently re-organized under a new boss and now finds herself on a vaguely-worded performance improvement plan.

Katharine and Jake address the prevalence of unclear expectations in performance management, the implications of a short PIP timeline, and why vague language sets even the most dedicated employees up to fail.

Charlene is the Chief Human Resources Officer at a professional services firm who can't seem to get the leaders of her company to make a swift hiring decision!

Katharine and Jake explain the "online dating effect" in 21st century hiring, why overstreamlining processes can negatively impact manager confidence, and the broader cultural implications of persistent indecision.

Brendan is the Director of Product Development at a tech company who, just three months into his new job, worries he made a huge mistake.

Katharine and Jake tackle the awkward but important questions: How-soon-is-too-soon to leave a job without it looking like a black mark on your resume? And how should you explain your exit to your next employer?

Lisa is the Chief Marketing Officer at a manufacturing company who rebuilt her team about 15 months ago, only to discover that one of her most promising hires was extremely “toxic.”

Katharine and Jake discuss the rise of therapy-speak, the risks of labeling any employee “toxic,” and the efforts leaders can make to restore a positive team culture and avoid repeating the same hiring mistake.

 Edgar is the Product Manager at a large tech company who, for the last six months, has been doing “two jobs” to help cover his manager’s weaknesses in high-visibility meetings.

Katharine and Jake explain the difference between managing up and job-loading, how to approach equitable role design, and why maneuvering into high-visibility work must be driven by strategic intent.