"I have an employee that was making simple mistakes on the job. This was right around when they first started so I gave some leniency in the beginning in case they were overcoming learning hurdles. As it continued, I set aside time to talk to them about their performance. Once I talked to them I realised they were dealing with personal issues, we spent some time alleviating their duties a little and, once we did, everything was fine."

"In my current role, I have employees in Montreal, Toronto, and London. Some members of the team haven't even met each other in person but work together every day, so it's really important for me to foster these relationships. I have a meeting every morning so the team can go over everything they are working on for the day. Once a month we have an extended 'coffee catch-up' so we can just talk about our interests."

"I take a lot of time ensuring my employees are happy and enjoy working for me and the company. I'm a firm believer that you get better quality work with happy employees. To do this, I stay flexible with the schedules that work best for my team and am very hands-off. I like to be there for input and advice when required but am sure not to micro-manage."

"I worked for a start-up company several years ago. As the company grew, so did my responsibilities. I was able to hire a team of six. I took a lot of time hiring the right people that fit within the company culture and worked hard to cultivate a positive work environment for my employees. This helped to create loyal employees, many of whom are still working at the company today."

"As the Manager of a social media team, I was once faced with the decision to talk about a highly provocative article that was written about our company. Internal staff was worried that if we talked about it publicly we could fuel the fire. I had to make the decision and convince our key executives the right thing to do was to talk about it. I was then also responsible for crafting the message and monitoring our channels for feedback. It ended up being very well-received, and we won back a lot of customers because of it."

"I have worked extensively with our HR department over the last couple of years to ensure that there is no opportunity for bias when hiring candidates. When they send me resumes, I ask that names are not used. I also have a list of questions prepared so that every candidate is given a fair chance to answer the same questions."

"I had an employee that posted the wrong piece of content to our website. It was a big deal because the content that was posted was sensitive information that was not intended to be released publicly. Once I was informed, I made sure to pull the employee aside to see where the chain of communication went wrong. Afterwards, we took quick action to take the content down, upload the right content, and monitor communication channels to see if the information was picked up by the media."

"We use software that helps us to see all the different projects we have on the go at any given time. The team is able to see all of the projects in one go. We meet weekly to see what the progress is for every programme and also to talk about any barriers that will prevent us from reaching those timelines. As new projects come in, we have onboarding meetings to find the best fit for the new project with our priorities."

"If I had an employee that was interested in becoming a Manager I would set meetings with them once a month to help teach them skills required for a leadership position. I would take examples I had to deal with or manage the month prior and have them tell me how they would handle the situation. Afterwards, I would walk them through how I handled the situation."

"Every year we set aside time to write goals and objectives for the coming year. There is a mid-year check-in to make sure everyone is on track or to talk about what is still required to reach the goals. If an employee outperforms what was set out for them, then we give them a bonus which is a percentage of their salary."

"I make it very clear from the beginning that employees can be rewarded for their hard work. I work with them to understand what their career goals are. If a promotion is something they are interested in, we set out clear guidelines and milestones for them to hit. Once the employee hits the milestones I work with human resources to make sure they are given the promotion they deserve."

"Whenever I give feedback to a team member, I make sure to give positive first before giving any sort of constructive criticism. It's important that the employee feels comfortable so that they are open to any kind of feedback that I am going to be giving. I also follow up with an email with what I talk to them about to make sure everyone understands what needs to change and what the next steps are."

"First and foremost, my job as a Manager is to make sure my team is performing well, meeting deadlines, and achieving business goals. However, to do these efficiently, it's important that the employees are happy because it will help to keep them loyal. A loyal, happy team is typically a high-performing team. Setting clear goals and objectives for the team is important."

"I believe the best way to manage stress and a lot of deadlines is to stay incredibly organised. To do this, I will work with the team to break down objectives and projects into smaller goals. Not only does this help keep them motivated when they complete smaller tasks, but it's also much easier to stay on task when there are small goals consistently being met."

"I think people would describe me as a hands-on Manager. I'm not afraid to help my employees do any of the work necessary to complete a task. I am also a great communicator and ensure that everyone understands tasks as they are given. It's important for my employees to know that I am available when they need me so I always make sure to have time available for their questions."