Getting back to work in the post-pandemic world

James M. Kerr | 07 Apr 2021

As organizations prepare to get back to work in a post-pandemic world, leaders must focus on just how they intend to get on with work for years to come.

Cultural intelligence and competing with robots

David Livermore

The dystopian view of a future overrun by robots forgets that the human brain gives us some things technology cannot compete with, namely our ability to adapt and create.

Experimenting with scenario planning

James Berry

Scenario planning isn’t just about developing proactive strategies to deal with a possible crisis. It can also be a useful way to highlight potential weaknesses in your organisation or operations. Here’s how to go about it.

Presenting online is still presenting

Wayne Turmel

Presenting online is more like a traditional presentation than most people think. But too often, those delivering material online do so in just about the least effective manner possible.

Remember those resolutions you made?

Jurgen Wolff

The chances are that the resolutions you made on Jan 1 are already distant memories. But if you want to avoid making the same resolutions again next year, here’s a simple, four-step process to get you back on track.

Learning is everywhere

Wayne Turmel

What you know now is good for now, but might be completely outdated by tomorrow. This means there's a constant need to learn new things, both formally and informally.

Ten habits of bad management

Andre de Waal

Too many organizations ignore or tolerate bad management. Yet bad managers will never get optimal results, so their tell-tail traits need to recognized and dealt with.

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.

Bob Nelson

Keeping up in a down economy

Bob Nelson

The real toll of the recession is its impact on everyday people. Smart managers know that creating a climate of fear isn't going to help. Instead, they need to focus on the right things that together create a more motivating work environment for their employees.

Janet Howd

Words communicate: letters don't.

Janet Howd

When we are writing to explain we should be aiming to set down our ideas as clearly as possible. Which is why I suggest you go easy on the acronyms - despite their popularity. Because though capitals may stand tall on a page, they fall short on communication.

David Livermore

International growth and cultural intelligence

David Livermore

The economic downturn is spurring companies to become more international, not less. And this makes their team's cultural intelligence (CQ) all the more important.

Dan Bobinski

New managers need to learn assertiveness

Dan Bobinski

When you're not experienced, being on the receiving end of a heated conversation can be tough. But verbal challenges can be addressed tactfully and professionally as long as we've thought through a process for how to do it.

Earlier opinion

The supremacy of the mediocre

Rainer Zitelmann

Why are people with ambition who want to achieve something extraordinary and are unwilling to settle for an average existence so often met with hostile suspicion?

Covid-19 and the hazards of experts

Rod Collins

Rather than simply a public health crisis, the Covid-19 pandemic is a social system crisis that demands solutions based on the evidence of data, rather than simplistic responses based on the opinions of experts.

Three ways to plan for an uncertain future

James Berry

In today's troubled times, even the most successful business can find itself in difficulty. So how can businesses plan for an uncertain future?

Old habits die hard, new habits die easy

Max McKeown

Habits are efficient. Without them, we would need to find a response to every situation no matter how many times we had experienced it before. But how do you change an old habit or create a new one?

Don’t confuse task completion with productivity

Wayne Turmel

People who work remotely often claim to be ‘more productive’. But productivity is a long-term measurement that means more than just getting more tasks finished in a given time period.

Managing the new era of flexible working

Fred Krieger

In the post-Covid era of flexible work, physical and remote workspaces will coexist. But the question is: how can this fragmented set-up be effectively managed?

Make your people part of the solution, even virtually

Matthew Handley

This year has presented companies with a series of seemingly insurmountable problems. But those that find ways to engage their employees in the design of solutions are likely to rise above the adversity.

The difference between a mob and a crowd

Rod Collins

How is it that sometimes when we come together in groups, we are extraordinarily brilliant, but at other times we are incredibly dumb? The answer is the difference between collective intelligence and groupthink.

The four obstacles to corporate innovation

Michael Ellenby

There are four main obstacles to corporate innovation that can stifle the potential of organisations of all sizes. Understanding how to overcome them is key to a healthy future for every business.

We’re in a crisis! Why can’t we all just get along?

David Livermore

Even faced by a global pandemic, we don't seem able to bridge our tribal divides and leverage our differences to find solutions, rather than using them to further destroy us.

Get out of the way!

Duane Dike

Barriers to productivity are many and varied, but the vast majority of them are by-products of the destructive attitudes and behaviors of leaders.

A formula for trust

John Blakey

Academics have been arguing for years about what makes a leader trustworthy, but it can really be boiled down to three clear attributes: ability, integrity and benevolence.