Culture (Page 3)

Article from Inc. By Suzanne Lucas. Published 12th May 2020 “Working from home can cause a different kind of burnout. One where you don’t know when work begins and ends, and where you never really have any time off. You’re always at the office, so therefore you are always working.” This article provides some practical advice for managers on how to be supportive. It’s almost never an emergency, so don’t play that card unless it really is. Maintain an office like schedule – make it clear what expectations are and that employees are not expected to respond to messages at all hours day and night. Communicate frequently to keep everyone up to date – its much less stressful to know what is going on than to sit and wonder what is coming next. Read the whole article here: Reading

Scott Eblin of the Eblin Group talks about what it means going into the next phase, how we live and work in in the new CoVID-19 world. Its a phase of transition as we get used to what is next to come the new normal. He talks about three ways help lead your organisation to transition into phase 2 and be prepared for the new normal. Firstly change agenda’s from “To Do” to “What If?” – its about giving your team the mental space to re-imagine the why, what and how of work in your company. Next “Cast a Broader Net” – no one has all the answers right now, reimagining what the future looks like is going to require that you consult widely with partners, customers and other experts inside and outside your company. Finally he refers to “Gather Data and Run Small Tests” this is a world ofContinue Reading

Increasing organisational resilience in the face of CoVID-19. A perspectives piece from Deloitte providing insights for organisations to explore new ways of working. The Deloitte team describe a series of actions that organisations can take to enable resilience and maintain virtual business operations. Firstly respond to the virus. This requires two approaches, a Human Centred Response and a Organisational Preparedness response.Human Centred is to engage with stakeholders creating tailored solutions that meet specific needs of each impacted group. Promote virtual work, use tools that support collaboration productivity and culture continuity. Own the narrative through strong and consistent communication. Increase support for help desks, that help those with different levels of digital fluency. Drive customer communications, create or enhance customer support channels to manage and overcome potential temporary disruptions. Organisational Preparedness (or Crisis Management) should Institute a Central Response Team, Monitor Regulatory and Health Updates, Assess Market and Financial Impacts andContinue Reading

Sara G. Miller wrote this article for the Scientific American in 2016, right after the second presidential debate between Donald Trump and Hillary Clinton. During that debate Trump stood very close up behind Clinton while she was speaking, Sara writes about the psychology of what happens. It turns out we lack control over our emotions when someone gets too close, its an automatic, instinctual brain response and it comes from a more primal basic survival mechanism that we share with all sorts of animals from insects to monkeys. Sara explains a model of personal space bubbles (first identified by American Anthropologist Edward Hall) that describes the space around a person. The first bubble is considered ‘intimate space’ its about 46cms from the body – and its normally reserved for the people we are closest to (family and friends). The second space that is about 1m is ‘personal space’ for friendsContinue Reading

Michael Hyatt writes about the problem with poor communicators and how it impacts teams. He puts forward five key learnings that are easy to apply Firstly – Determine to be the solution: Make sure that you are championing clear communication in your workplace. Secondly – Externalise your thinking: Often we communicate enough, we assume that others know what we are thinking and what we know, be aware of the gap between your understanding and the team’s. Third – Push for clarity: Are you sure your message is clear, have you checked how others might receive the message and considered the appropriate wording to best land your message. Fourth – Confirm understanding: You have not communicated until you know that the other person has understood what you were saying, use follow up questions to be sure that you have a shared understanding. Fifth – Over communicate: People forget what you haveContinue Reading