Is there a place for gossip in the new normal?

Bob Selden | 16 Aug 2022

Social chit-chat is a vital part of being human. But how does that fit in with the the new normal of hybrid or home working where our physical contact with others is limited?

The key ingredients for digital project success

Greig Johnston

More than eight out of 10 digital projects get delayed, run over budget, and/or fail to deliver what they promised. So how can organisations avoid falling into the same trap?

Corporate culture: have we lost our touch?

Bob Selden

Remote working is all very well, but how can we get a real feel for other people and build meaningful relationships without ever being in physical proximity to them?

Proper vacations are all about teamwork

Wayne Turmel

Far too many of us (especially Americans), don't use all our vacation time. But taking time off to recharge our batteries helps the whole team, so making sure that happens is a team effort, too.

The leadership trust crisis

David Livermore

Across the world, trust in leadership is at an all-time low. But global leaders also need to be mindful that many approaches to rebuilding trust are biased toward Western values.

Leveraging tech to succeed at hybrid working

Jesper Theill Eriksen

A variety of issues still plague today's hybrid work environments, particularly around the tech used to enable effective remote working.

How to talk about the elephant in the room

David Livermore

Knowing how to identify and constructively address unresolved conflict in different cultural situations is a key skill for global leaders.

From the archive

Morale: a moving target

Duane Dike

What we think we know about morale is probably wrong, especially the black and white notion that morale is either ‘good’ or ‘bad’. Like most human feelings, morale is a moving target, which is why being sensitive to its nuances is such a key skill for leaders.

Wayne Turmel

Where's my badge, darn It?

Wayne Turmel

When a boy or girl scout demonstrates a new skill, they get a nice merit badge to prove to the world they know what they're doing. So wouldn't it be wonderful if, when we mastered and demonstrated a new management skill, we got a badge too?

Robert Heller

Chief Growth Officers

Robert Heller

It is often said of the over-managed company that there are 'too many chiefs and not enough Indians'. Whatever the veracity of that statement, management certainly has more Chiefs than it used to - not all of them useful.

David Livermore

What's the answer? It depends

David Livermore

I’ve gained a reputation for being the “It depends” guy. When fielding questions during a presentation on cultural intelligence, my default response is “It depends!” Let me explain why.

Wayne Turmel

Socrates, Plato and the guy in accounting

Wayne Turmel

If we cast our minds back to the best managers we ever had, most of us will think about someone who helped propel our careers. But would our people put us in that lofty category? What are we doing for them?

Earlier opinion

The invisible killer of remote teams

Wayne Turmel

There is one factor that can be lethal for remote teams that usually isn't a problem when everyone is in the same place. That invisible killer is exclusion.

There's nothing soft about the heart

Wayne Turmel

Every animal depends on its heart for its existence. Organizations do too, except that rather than a multi-chambered muscle, they rely on leadership, managers and flows of information.

Turning around a dysfunctional team

Matt Jenkins

Bringing together a group of smart, creative and driven people doesn't mean they'll instantly work in sync. In fact, most cross-functional teams are dysfunctional in one way or another. Here are some ways to address that.

Accountability is more important than accounting

Wayne Turmel

What's more important: that people are working on exactly what you want them working on at that exact moment, or that important tasks and outputs are done on time and team goals are met?

End of furlough anxiety? Belongingness is the answer

Anne-Marie Finch

As the UK's furlough scheme comes to an end after 18 months, how can organisations help people facing the anxiety of returning to the office after an extended time away from the working environment?

Returning to work through the eyes of Maslow

Kon Apostolopoulos

As we design the "next" workplace, we need to shift our focus from where, when, and how employees perform their work, to why they want to perform it.

The culturally intelligent team

David Livermore

It's harder to get things done on a diverse team. But with moderate to high levels of cultural intelligence, diverse teams can outperform homogeneous teams in a number of important ways.

Could Covid make us better managers?

Steven Buck

At a time when the role of the manager has arguably never been more challenging, we are starting to re-evaluate what 'management' really means.

Don't celebrate the failure, celebrate the learning

Kon Apostolopoulos

Failure is not the opposite of success. It is a feedback mechanism that shows us what's not working. We can learn from it and improve, but it should never be a goal in itself.

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.

Building trust remotely

Wayne Turmel

Trusting the people you work with (and for) has never been easy. But when you work remotely it's even tougher.

Managing time in meetings

Wayne Turmel

One of the main concerns when running a webinar or virtual meeting is managing time effectively so we don't lose sight of what the meeting is actually supposed to accomplish.