Don’t confuse task completion with productivity

Wayne Turmel | 21 Sep 2020

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.

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.

Myra White

Your computer - friend or foe?

Myra White

Is your computer making you more efficient and productive or is it creating so much stress in your life that your brain no longer performs at its best?

Jurgen Wolff

August Brainstorm

Jurgen Wolff

A team of business consultants recently wrote an article in the McKinsey Quarterly about four traps executives often fall into when a business is failing. I was struck by how often these same mistakes occur on an individual level.

James M. Kerr

Leadership in troubled times

James M. Kerr

Most management teams can identify what is needed to help their company evolve. But most are much less accomplished at the sort of active, directive leadership that is required to galvanize teams and make change happen.

Jurgen Wolff

Autumn brainstorm: self-discipline and anxiety

Jurgen Wolff

If you think you have an issue with self-discipline, read on. Because the real problem may be something else. And if daily annoyances see your anxiety levels shooting up, here's a simple remedy to help you regain your equilibrium.

Earlier opinion

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.

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.