I was promoted a few months ago to run a division of my company, and I feel run of my feet. In my opinion, the people on my team aren’t showing enough initiative in taking on responsibilities. Then again, I may be my own worst enemy, for I like to be on top of eveything. How do I learn the fine art of delegation?

Lately I have started to think that a better title than “coach” for the work that I do would be “career interventionist”. It seems that my clients who hover around 40 +/- a half decade, have reached a critical point. Nobody likes that he or she is doing any more or even if they still like it, then don’t want to keep doing it. Or if they do want to keep doing it, they want to work for themselves. They are done. Fully baked. And in some cases, completely fried.”

I have never written anything that has garnered such a staggering response as the article from a few weeks ago entitled “Recession? I choose not to participate!”

The volume of work I have to deal with every day is insane. The e-mails, voicemails and BlackBerry pings are driving me crazy. How do I create time to stay ahead of the curve and not always get mired int he tyranny of the urgent?

Across the cubicles, in the cafeteria, walking through the parking garage … it seems all people want to talk about these days is the recession. I, for one, have grown weary of it, and at times find it debilitating for getting work done. How can I tune it out and instead focus on helping our company remain viable?

A reader asks: I’m in my late 50s and will soon retire from a lengthy career in policing. I would like to continue working and make use of the wide array of management skills that I’ve developed as a senior officer – but in a completely new field. What steps do I take for such a move?