After Yahoo acquires his early-stage startup, an entrepreneur must manage a team resistant to change.

A junior manager wrestles with how to react to negative feedback received during a senior management meeting.

A young business analyst is chosen to manage a group of peers that he formerly competed with.

Golomb must overcome a feeling of personal failure when the fast-growing division he co-leads encounters difficulty.

A young manager must motivate a team with numerous performance issues in order to achieve lofty growth targets.

An engineering manager feels he needs to choose between a high-stakes project deadline and good peer relationships.

A bright, young staffer learns the importance of valuing both facts and personal relationships in a high-level meeting.

The general manager of a fast-growing division confronts the limits of a hands-on style.

A CFO’s expanded role comes with the proviso that he raise his group’s performance from good to “world-class.”

A just-promoted manager struggles to motivate under-performing employees who are different from himself.

A management trainee takes over an under-performing clinic with a staff unaccustomed to solving problems.

Golomb must resolve a strategic dispute with his boss when a division they launched runs into trouble.

Carmel devotes six months to building a case for a major acquisition at Cisco, but the deal is ultimately nixed.

A manager must shift gears when a performance review with a volatile employee takes an emotional turn.

Manager struggles with a new boss who has unrealistic expectations and lacks experience in the industry.

A startup manager faces hard choices when he realizes he hired the wrong person for a key position.

The general manager of a division in India must overcome challenges when he transitions back to the United States.