Saying, "I don't know," as a leader isn't a sign of weakness; instead, it shows that you know your team can often be smarter than you and have ideas and solutions you may not have yet considered, writes columnist Jason Aten. "As a leader, even though it can seem unsatisfying to not have an answer for everything, making bad decisions just because you want to look like you know everything is the one thing you should never do," Aten notes.

Put it into practice: Teams want an authentic leader who they can trust to be honest with them, even when they don't have all the answers, Aten writes. "It doesn't make you seem weak; it makes you seem invested in your team."

A micromanaging boss may be giving you headaches, but they're also giving you opportunities to become a better employee and a better leader, leadership expert Marlene Chism writes. "I'm making a bold suggestion: Employees, initiate a difficult conversation with your boss!" Chism says, explaining five ways to do so -- and noting that Dr. Phil says, "You can't change what you don't acknowledge."

Put it into practice: You must define the specific actions that make your boss a micromanager so you know where to ask for changes. Try to find out if your boss is just over-enthusiastic or feeling too stung by another employee's failings to want to give you latitude, Chism suggests. Knowing about those traits or situations can help you approach your requests with a better perspective.

Providing well-being benefits is a good start for employers, but to really invest in your employees' well-being, it's important that managers be more proactive, Christine Husbands of RedArc writes. "To be effective and truly embed a culture of well-being, communication with employees and training of managers needs to be ongoing," Husbands explains, sharing ways to make managers more effective in this role.

Put it into practice: Managers need support and regular training on recognizing well-being issues and discussing any possible work-related solutions, such as flexible hours. However, leaders must recognize that managers can't be expected to shoulder it all; key well-being services must be made available and accessible through licensed professionals, Husbands says.

Are your processes slowing your organization down? While 17% of your people report respecting and working through processes, others will escalate issues or work around the process entirely when they hit roadblocks.

Processes matter, but make sure the ones you have balance the tradeoffs of compliance, safety and rigor with the need to get things done. If your people are working around your bureaucracy and process anyway, the process isn't having the desired effect.

Sit down with your team and understand the roadblocks they're facing. Review your processes to see which steps can be changed to make things more efficient. There needs to be a balance of process and operational effectiveness for the two to live in harmony.

-- Mike Figliuolo is managing director of thoughtLEADERS, which includes TITAN -- the firm's e-learning platform. Previously, he worked at McKinsey & Co., Capital One and Scotts Miracle-Gro. He is a West Point graduate and author of three leadership books: "One Piece of Paper," "Lead Inside the Box" and "The Elegant Pitch."

Hiring employees with the right skills, talents and passions for the business forms the foundation for success, which is then built on a model of servant leadership that gives those employees the support they need to flourish, writes Tom Sacco, CEO of Happy Joe's Pizza & Ice Cream. "When you encourage debate, welcome different perspectives and treat people with respect, you pave your own road to success," Sacco writes.

Cheesemaker Pierre Brisson, who already owns a cheesemaking school in Paris, this month will open Musée du Fromage -- the city's first museum dedicated to the many varieties of cheese, from mild to overwhelmingly stinky. Brisson calls it "magical" the sheer number and variety of cheeses that are created from milk and says the museum will feature traditional cheesemaking demonstrations, hands-on experiences and, of course, tastings.

It appears that "gray rocking" and its variations have not yet caught on with Leadership readers as a way to manage conflict. Instead, the poll shows that those of you who replied (thank you!) rely on good, old-fashioned diplomacy or letting your feet do the talking by removing you from the situation.

Whatever method you use, the best leaders are those who don't let conflicts fester and use empathy, curiosity and a search for common ground to lead the way!

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