Q: I have just been offered a job with a much larger salary and impressive benefits but I'm getting cold feet. Is it too good to be true or is it last-minute nerves?

A: You have told me about the impressive package but nothing about the job itself. You need to ask yourself if you would have considered the new job if it paid the same as you're on now.

Being rewarded with shedloads of money is great - don't get me wrong - but it's not what gets you out of bed on a cold winter's morning when you're facing a day's work from hell. We are all looking for a job that brings fulfilment, one where we feel valued and with evidence that we are making a difference. Does this new job tick some or all of these boxes?

Have you considered the culture of the business? Is it dog eat dog, or more collegiate? What do you thrive on? All jobs have good and bad bits, it's getting them in the right proportion that's vital.

What is wrong with your present job that made you look elsewhere? If you told your current employer you were just about to leave, would he be able to improve your job such that moving was no longer attractive?

Only you can decide if you need to jump ship but ensure you have answered all the questions first. You can't wind the clock back.

Q: Our company has just won three high-profile contracts and now has six months to get ourselves up and ready to deliver. This will push our management to the edge. How do I keep them fully engaged when things get over-heated and stressful?

A: Congratulations, you must have a very impressive team to achieve such outstanding goals. But also well done in being aware that it's not all roses from here on in. You will have already identified what needs to be delivered and how, during the competitive process, but now you need to get your team to own the projects.

Ensure they don't run around like headless chickens.Make each team accountable. Plan, plan and plan again.

Perhaps the thing we most often overlook is communication. When you're under pressure to deliver is the very moment you forget to share that critical piece of learning or simply forget to say thank you.

A CEO I know in a similar position has set up a 20-minute council of war at 9am every Monday so the main players can look each other in the eye and share their headlines. Keep your team close along the journey, celebrate small wins, analyse blips, rehearse the logistics, dissect the variables and make no assumptions.

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