Question for JD: I am a new CEO that has recently been elevated from the President’s position as the former CEO retired. Two members of my team are not performing well and have not been performing well for some time. How should I address this issue?

It is hard to find good talent. I have an opportunity to rehire a former employee. Should I do this?

Companies I work with are finding it difficult, if not impossible, to fill roles at any level. Entry level talent is as difficult to recruit as PHDs. The best employees are receiving offers that are eye popping to leave their current positions and move to a new opportunity. Poaching is in full swing.

John Dame, a CEO coach and business consultant based in Harrisburg, realized that top managers would struggle with what to do about the unprecedented crisis, so he and his son, Ed Dame, set up a forum for leaders to chat about their experiences and to share their stories.

Question:  My company has grown significantly over the past two years. We have more than doubled our size. I have a real issue I hope you can help me with. Many individuals have been with the company for 10, 15 or even 20 years.  They are resistant to change and, at times, undermine our ability to scale. How should I deal fairly with these veteran employees?

I am at my wit’s end. Two of my best leaders have decided they do not like or trust one another. This is a new development. Their solution is to not speak to each other. This drama is driving me crazy. What should I do?

Q: Our company made a major acquisition a year ago. The owner of the company we purchased stayed as president of his company. Additionally, he decided not to sell 100 percent of his company, and now has some ownership in the larger combined company and serves as a board member. He reports to me directly. The problem is that, over a year later, he is putting up roadblocks and fighting the integration process we agreed upon at the time of the purchase of his company. This is a big problem and is getting more costly by the minute. What can I do?

John Dame is a CEO coach, executive team consultant and leadership strategist based in Susquehanna Township, Pennsylvania.

Q: It is hard enough to find great employees in today’s environment without causing them to leave. Over the past three years we have held steady at a 40% turnover rate. To add to that, one of the organization's key managers has just left. I think we have a serious problem. How can I stop this expensive employment treadmill that we are on?

John Dame is a CEO coach, executive team consultant and leadership strategist based in Susquehanna Township, Pennsylvania.