Despite claiming “people are our greatest asset,” too many executives still expect employees to leave their personal lives at the door when they come to work. Yet Gallup data shows that having a best friend at work is strongly linked to business outcomes, including improvements in profitability, safety, inventory control, and employee retention.
Change in an organization leads to many positive aspects – that leads to retaining a competitive edge and also remaining relevant in your business area. Change encourages innovation, develops skills, develops staff and leads to better business opportunities, and improves staff morale.
Disruption affects organizations of all sizes and industries. Every member of these organizations, from CEOs to team members, can and should utilize innovation in order to transform disruption into an opportunity.
As organizations move towards a hybrid work model – one where some employees stay home while others go to the office, and many split their time between both – questions arise about how teams will be able to collaborate successfully.
Technology in the workplace has evolved significantly over the past couple of decades. The office environment of the past is no longer, and has quickly been taken over by rapid technological advancement, allowing employees to communicate and collaborate globally and even take work out on the road.
Brandless is a powerful illustration of a company that’s using a variety of anticipatory organization strategies—a useful example that shows how leveraging both predictable Hard Trends as well as cycles can lead to innovation and success with much lower risk.
How do we mentor in a remote, distributed workforce? The article discusses how remote mentoring can promote equity and build relationships free from the biases of in person. Remote mentoring allows expansion of the pool to make great mentor/mentee matches that prioritize shared interests and values over logistics.
When it comes to psychological safety, managers had traditionally focused on enabling candor and dissent with respect to work content. As the boundary between work and life becomes increasingly blurry, managers must make staffing, scheduling, and coordination decisions that take into account employees’ personal circumstances The authors suggest five steps to create a culture of psychological safety that extends beyond the work content to include broader aspects of employees’ experiences.