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Shut up first, talk later
Wayne Turmel
Sometimes it it can seem almost impossible to get people to contribute or share information effectively in a video conference. Here’s how you can change that.
Leadership in a networked world: from chess master to gardener
Rod Collins
Command-and-control management assumes that social systems work like machines. But they don’t. So in today’s networked world, leadership is less about playing chess and more about becoming a gardener.
Be prepared: planning for a return to the workplace
Joanna Strahan
Businesses can't simply re-open after the lockdown as if nothing has happened. Planning is the key to managing the back to work transition, and those plans need to address a number of fundamental questions.
Seven ways leaders can prepare for post-pandemic times
Manfred Kets De Vries
Only by avoiding knee-jerk reactions will organisations emerge from the coronavirus pandemic re-energised and prepared to face the future.
Don't use technology as an excuse for bad management
Wayne Turmel
When it comes to managing a remote team, technology is not a communication problem. So stop blaming the tools if you chose the wrong one for the wrong reason.
Getting back to the office after lockdown
Andrew Parker
How should organisations transition teams back to the office once lockdown measures are eased? Here's how one employer is approaching a return to the ‘new normal’ and the factors that need to be considered.
The COVID era calls for a brand of leadership we have seen before
Christos Tsolkas
What kind of leader do you need to be in a crisis? Just as there are different kinds of crises, so there are different kinds of leadership. So what approach to leadership is called for now with COVID-19?
Honest feedback can make you a better leader
Jim Barnett
We humans are often very poor at self-awareness. But anyone who sees themselves as a leader can’t afford to be complacent, and emerging leaders in particular need honest feedback.
Remote working in the post-pandemic world
Jan Schwarz
When the coronavirus pandemic is over, many businesses will have to decide if, when and how they will bring employees back to the office, or whether they will keep encouraging staff to work from home.
Harnessing natural intelligence
Rosie Tomkins
All change brings new opportunities. The tree that looks almost dead in the winter bursts with blossom in spring. The frozen wasteland delivers a bountiful harvest in the autumn. As business leaders, we can learn a lot from nature.
You may be a workplace hero without realising it
Nadav Klein
Heroes come in all shapes and sizes, whether in life or in the workplace. But they all have one thing in common: they don’t see themselves as heroes.
Scenario planning: the time is now
James M. Kerr
As business leaders try to figure out how to stay afloat, it's important not to confuse scenario planning with business continuity planning. The two are not the same.
Leveraging the gift of crisis
Christos Tsolkas
The unforeseen arrival of the coronavirus means that all the rules of business have suddenly changed. Preparing for eventualities that were once unthinkable demands radical innovation - and in that sense, at least, a crisis can be a gift.
How businesses act in the face of adversity will shape their future
Jane Rexworthy
How organisations behave towards their stakeholders - their staff, their customers and the communities within which they operate - during the coronavirus crisis will not be forgotten after the pandemic is over.
Key skills for virtual leaders
Wayne Turmel
Suddenly finding yourself sitting at home leading a virtual team is a tough call, particularly with everything else that's going on in the world. So here are seven key behaviors that will make the task of virtual working much easier.
How to manage employees remotely
Hannah Prince
Thanks to the coronavirus pandemic, working from home is now the new normal. But for managers unused to remote team working , this will pose some serious challenges.
I think differently and that's OK
James M. Kerr
Conventional wisdom says that firms need access to experts from their industry to help them develop strategies that will separate them from the competition. But in reality, nothing can be further from the truth!
Collaborative technologies and the Coronavirus crisis
Sébastien Ricard
With the global spread of Coronavirus, how can companies leverage the digital workplace to keep employees safe, limit the loss of productivity and adapt work practices successfully during the crisis?
How different is leading remotely?
Wayne Turmel
If you've never led a remote team and you're worried about how you might cope if the Coronavirus puts you in that position, fear not. For a competent team leader, the differences aren't as great as you might think.
Managing in the Wiki World
Rod Collins
With the rapid emergence of the Digital Age, top-down, command-and-control management has had its day. Instead, today's organisations need to leverage collective intelligence and shared understanding.
Improve strategic alignment through better metrics
James M. Kerr
People pay attention to what they’re measured by. So the best way to get a behavior change is to measure to the new behavior intended to be instituted.
Open questions, open communication
Wayne Turmel
Working remotely, we miss the non-verbal signals we see when working face-to-face. That's why asking open questions is one of the most critical skills the manager of a remote team can possess.
Will employment litigation derail recovery?
Alan Jenkins
It’s all very well governments wanting to get people back to work. But if employers risk litigation or prosecution if staff contract COVID-19, many will conclude that it simply isn’t worth the risk of re-opening.
The importance of purpose in motivating your people
Marybeth Belka
One of the biggest lessons from the coronavirus pandemic has been that incredible feats can be accomplished when leaders share a sense of purpose.
Do you run meetings or lead them?
Wayne Turmel
Why do some online meetings get the job done, while others don't? The difference is that successful meetings need to be led - and there is a huge difference between running a meeting and leading one.
Mental wellbeing for leaders and managers
Christine Macdonald
Working in a leadership or management role can be trying at the best of times. But in the uncertain period we find ourselves in at present, the pressures can sometimes seem overwhelming.
Five ways to derail your remote meeting
Wayne Turmel
One reason video conferences and webmeetings often feel like a bit of a train wreck is because they tend to get off to a bad start. Here are the main things that derail virtual meetings and how you can avoid them.
What will life be like after the pandemic?
Manfred Kets De Vries
What is the aftermath of the coronavirus pandemic going to look like? Will we go back to normal? Will we even want to? Or will the crisis invite us to rethink our future?
How to thrive while working from home
Tony Anticole
Despite its many benefits, many of us are also discovering the downsides of remote working and being physically distant from colleagues.
Five reasons remote teams fail
Wayne Turmel
Many managers are now discovering that leading a remote team isn’t that different to leading a co-located one. But they do have to re-think how they do certain things. Here are five ways you can get that wrong.
Mission first, people always
Gary Burnison
During this crisis, it is people who will be the ultimate differentiator. And leading means meeting people where they are, because that's the only way to convert self-interest to shared interest.
Recent Podcasts
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Seven characteristics of remarkable businesses
Andy Hanselman
What makes a business remarkable? What gets people talking about it and recommending it to others? The simple answer is that they are dramatically and demonstrably different.
There’s nothing soft about the heart
Wayne Turmel
Every animal depends on its heart for its existence. And exactly the same is true of an organization, except that rather than a multi-chambered muscle, an organization relies on leadership, managers and flows of information.
Learning is a process, not a result
Duane Dike
None of us learn to read, ride a bike or pack a suitcase in a day. So understanding that learning is a process, not an event is fundamental to creating learning cultures rather than environments based on rote or blind faith.
It's not what you know, it's how fast you learn
Rod Collins
The secret to market success in a rapidly-changing world has less to do with what you know and much more to do with how fast you learn.
You may be a workplace hero without realising it
Nadav Klein
Heroes come in all shapes and sizes, whether in life or in the workplace. But they all have one thing in common: they don’t see themselves as heroes.
Financial wellbeing: the next target for workplace disruption?
David Fairhurst
Several years ago, I warned about a looming 'workforce cliff' as demand for workers outstrips supply. Now that employers are thinking differently about the experience they are creating, one area which seems ripe for innovation is pay.
Is paranoia widespread in your firm? You're not alone
Manfred Kets De Vries
Trust is a rare commodity in most workplaces. Yet high-trust organisations are more productive, have higher morale and perform better financially. So what can management do to build a more trusting culture?
A whole new ballgame?
Wayne Turmel
Adopting remote teams might seem like a whole new ball game, but it’s the same game - just played on a slightly different field. The WHAT doesn’t really change, it's the HOW that's different.
The future of work is creative collaboration
Eugene Hughes
Innovation is very rarely the result of individual genius. Instead, the biggest breakthroughs occur when networks of people with a collective vision join up and share ideas. That’s why as the fourth industrial revolution unfolds, creative collaborators will be kings.
And still more...
The true purpose of a business
Rod Collins
The conventional belief that the purpose of a company is to generate profits is being challenged by the growing realization that profits are the reward for fulfilling the true purpose of a business and not the purpose itself.
When is it appropriate to yell at someone? Depends on where you’re from!
David Livermore
There's a wide variation in what we deem as 'appropriate' ways to express frustration. At the heart of this is the difference between Neutral and Affective behavior - differences that can quickly lead to profound misunderstandings.
The best gift this Christmas
Wayne Turmel
Want to do something nice for your team this holiday season? How about helping them do nothing at all - or at the very least, a bit less - even if you have to enforce it strenuously.
If you're feeling drained, here's why
Manfred Kets De Vries
Your personal “energy barometer” reflects your inner happiness. Bad habits and situations often drain our energy. But do we recognise the symptoms and are we willing to do something about them?
The wise power of utopian thinking
Marc Le Menestrel
The ability to dream our future world into being can help us survive. So imagining an ideal world is also a powerful tool for enhancing proactivity and leading organisational transformation.
Getting virtual meetings to start on time
Wayne Turmel
Why do webmeetings always seem to start late? While there’s no silver bullet that will solve the problem, there are some simple things you can do to help your odds of starting (and finishing) on time.
A faster path to intelligence
Rod Collins
If AI applications can be designed as collective intelligence systems, they may be able to help us move past the rancid divisiveness and entrenched thinking that prevents us from solving our most pressing problems.
The business five principles of Mars
James M. Kerr
Quality, responsibility, mutuality, efficiency and freedom are the foundation of a company culture that has endured through generations of candy-loving kids, big and small.
Mapping the power in your organization
Wayne Turmel
Forget job titles, do you know who has the real power in your organization and who has real influence where it matters most?
Embracing the paradoxes of leadership
Ella Miron-Spektor
In today’s organisations, demands, goals and expectations are dynamic, complex and interconnected. That’s why we need to move from an ‘either/or’ to a ‘both/and’ view of priorities.
How artificial intelligence will transform human thinking
Rod Collins
Will AI benefit mankind or could it lead to the end of the human race? A better understanding of the relationship between human thinking and AI may shed some light on this great uncertainty.
Why business strategy needs to be more than perfume
Daniel Deneffe
Many ‘grand’ business strategies are well-packaged and smell great. But what ultimately determines the success of a business isn’t strategy but something much more simple: the choices that customers make to buy or not to buy.
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