Mark Caswell: Why it’s important to develop deep relationships at work
Our work relationships aren’t and shouldn’t be transactional. All relationships are human relationships.
In the Workplace
Articles
Maggie Phelps: It’s time to tackle your lurk work so you can rest
As the work is not getting done and you’re bothered by that, it’s sucking the energy right out of you.
Liz Malatestinic: New year, administration bring new challenges for employers
Regardless of whether any new laws that affect the workplace are enacted, there are always administrative changes at the federal level that affect companies. Regulatory agencies and commissions such as the EEOC, the Department of Labor and the National Labor Relations Board have rule-making authority on a variety of important issues that can impact employers, and their interpretations often change with new administrations.
Charlotte Westerhaus-Renfrow: Take your email seriously so you are taken seriously
Unlike a verbal conversation, emails create perpetual, written records of business messaging. If executed well, email is an effective and expedient form of business communication, but confusing messaging can leave a lasting bad impression.
Samantha Julka: Call the registrar, we’ve got a new course
Middle managers who work at an organization where robust remote work policies were not in place prior to the pandemic are increasingly the go-between for individual contributors and executive leaders—even more than they were in the past.
Garrett Mintz: How mentors can help leaders continue to grow
In a 360-degree assessment, in which we compare leaders’ self-ratings to how their colleagues rate their performance across several categories, 70% of executives rated themselves lower at specific skills than did their colleagues.
Samantha Julka: Remote work worsens communication delays
When you send an email, how long does it take to get a response? It can be frustrating to sit around, waiting to hear back.
Kim & Todd Saxton: You should make time now to plan for 2021
What metrics can help you decide when to begin staffing up and pursuing innovation more aggressively? What are the different possible paths for recovery in your industry, and how can your organization take advantage of inflection points?
Maggie Phelps: Pandemic offers clear picture of team performance
Poorly performing teams can’t hide in this environment. Their performance gaps are exposed.
Charlotte Westerhaus-Renfrow: The new future with inclusive leadership
A growing belief that diversity is on the rise in the workplace is not enough to proactively and successfully create the ultimate competitive advantages that help businesses pivot, adapt and thrive in “the new future.”
Mandy Haskett: The pitfalls and potential of being feeling creatures who think
Neuroscience and new brain research reveals how critical the recognition of emotion can be to your success or failure—either driving trust and connection or leading to depletion and plummeting productivity.
Kristen Cooper: Do you practice these tenets of accountability?
Whether you are a powerful CEO, rising up on the corporate ladder, or play on a team, ask yourself if your community finds you to be “accountable.” If yes, cheers to you! If no, you’ve got some work to do.
Santiago Jaramillo: Leaders must talk about—and track—diversity and inclusion
Truly making diversity and inclusion part of your organizational heartbeat is like performing cultural open-heart surgery: It’s serious and the road to recovery is long, but in the end, your organization will be stronger and healthier than before.
Samantha Julka: Hybrids—great for cars, not for offices
Where the hybrid model breaks down is in efficiency. Based on the data we’ve collected, it is proven that it takes a significantly higher amount of energy for organizations to collaborate and strategize, as well as be more innovative and creative, when working in a hybrid model.
Kim & Todd Saxton: This is why it’s never ‘just business’
What leads to a strong and sustainable business? We’d like to suggest three aspects leaders need to pay attention to: values, relationships and balance.
Garrett Mintz: Leaders often underestimate their abilities
As a society, we assume the most prominent business leaders have it all together—that they are brimming with confidence and are unshakable. We have conditioned ourselves to believe that leaders must be ever confident—that an organization’s CEO must have the answers, whether that’s because he or she is at the top of the organizational chart or because the leader has control.
PHELPS: But, I thought I was super-human …
Hunkering down and grinding through challenges has always worked for me. Until now.
Liz Malatestinic: Keeping employees engaged will be crucial in the ‘ber’ months
Creating a sense of belonging can go a long way toward creating that sense of engagement, but it can be a little more challenging through a computer screen.
Charlotte Westerhaus-Renfrow: How to give feedback that leads to success
Giving constructive feedback that focuses on employees’ goals and helps them do better work—and be better people—is imperative, especially during this pandemic, and allows each employee to thrive.
Mandy Haskett: Embracing uncertainty ‘bird by bird’
Psychologists agree: Humans detest uncertainty. We’ll go to great lengths to avoid it—even choosing a known bad outcome over an unknown but possibly good one.