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AMC’s popular series Mad Men started its final season this past weekend and although fictional, depicts some of the realities around a lack of diversification in the workplace during the 1960s. The agency is led and largely staffed by Caucasian men; the few women (also Caucasian) in the office are generally part of the typing pool or some other lower-level (read: nonparticipatory) position. Although fictional, the agency portrayed is actually pretty spot-on when it comes to how business was run half a century ago. And while we might be able to say that in the intervening 50+ years we’ve vastly progressed as a country in terms of diversifying the workplace, we still have some work to do, particularly when it comes to company leadership—according to a report done by McKinsey & Company, companies with greater diversity in their leadership rankings were more likely to be in the top quartile in terms of financial performance.

You got that promotion you've been gunning for—which means that someone was impressed by how you performed in your previous role. But it doesn't mean that you get to just sit back on your laurels and enjoy the fatter paycheck. Instead, it means you now are beginning the work of transitioning from one role you did well to a new role that most likely requires new skills. And it probably means that now you’re supervising the people who were recently your peers. Here are some tips to help make your transition as smooth as possible.

If you've seen Office Space, then you’re familiar with Bill Lumbergh, the smarmy, overbearing manager and his passive-aggressive approach to assigning tasks (“Yeeeeaaaaahhhh…I’m going to need you to go ahead and come in tomorrow.”). His managerial tactics are nauseating at best, and destructive at worst. Aside from getting us to laugh, this character serves as an excellent cautionary tale for leaders. However, the moral of that tale is not what you might think.

Sure, Lumbergh was the ultimate example of the self-serving micro-manager and we’re all well advised to avoid those traits; but who hasn't already heard that advice? Simply saying, don’t be a micro-manager is about as helpful as the motivational poster hanging above my desk, (and equally stale.)

At the top level, sales-based companies are necessarily metrics-focused, driven by tangible results. With numbers as the ultimate deliverables, that thinking can pervade the approach some sales leaders use in managing their teams. However, if that’s all they focus on as leaders, it can be a sure way to stunt rather than encourage growth. The managers who help their teams see greater success share some additional approaches and traits.

Good leaders—in any organization, sales or otherwise—are often characterized by the talent they hire. Identifying and drawing good candidates sets the foundation for good teams, and the best leaders surround themselves with the best. Even more, they are able to engage and retain those employees, creating a more solid, substantial team.

There are hectic deadlines. There are quickly shifting priorities. There are performance demands. There’s tension and there’s conflict. The unfortunate reality of any given working day is that there’s stress. And, without some sort of release, stress can build to a point that it can cause harmful physical problems, including headaches, fatigue, and even chest pain. To try to avoid that, here are five tips to help combat stress at the office.

In many organizations, coaching has become the go-to tool for executive development. For many executives, an executive coach has become a status symbol or a benefit that they are entitled to. Forbes reports that spending among corporate titans, such as GE, Goldman Sachs, and Google, totals $1billion per year in the U.S. alone.[i]

Is this investment in coaching being made wisely? Most companies spend considerable energy ensuring this investment is being made with the right people. But are we making these investments at the right time? In far too many cases, precious resources are wasted on talent that doesn't currently have an appetite for development.

For some people, the term “feedback” is like a four-letter word, perceived as a euphemism for judgment and even condemnation. Because of that, people often shy away from both delivering and receiving feedback, but that becomes a lost opportunity. Because, in fact, feedback is also about praise and recognition; it can be a very positive and powerful tool, and it can be useful for fine-tuning skills, improving communication and collaboration, and motivating your employees.

Of the companies that wish to establish a developed feedback program, many engage in a 360 feedback program, but do so only once, and then forget to follow up. It’s tough for anyone to make adjustments to work style, behavior, or mentality—and know that they’re making the right changes— if there are too many months between conversations. To be effective, feedback must be delivered regularly, it must be timely, and it should include commentary on what an employee does well. Be sure that your managers and supervisors communicate often with their direct reports—it’s easier to correct behavior when it begins rather than once it’s a habit, and your employees have room for more growth if they feel encouraged and supported.