Beyond the disruption of COVID-19

Tim Hood | 14 Jul 2020

For businesses that are reliant on manual processes that require people and paper to be physically together in one space, the COVID-19 pandemic is posing some fundamental challenges.

Reacting vs responding

Wayne Turmel

Do you interrupt what you're doing to read incoming emails? Do you hit “reply all” when you probably shouldn’t? Too often, we react rather than respond. And that can lead to trouble, especially for managers.

Let’s ditch self-improvement and focus on effective cooperation

Ab Banerjee

Many popular management theories focus too heavily on the cult of the individual and giving feedback at any cost. Instead, we need to think more about collective performance and adopt a cooperation mind-set.

Office politics when you're not in an office

Wayne Turmel

People who work remotely often view the absence of office politics as a real plus. But they’re wrong. Understanding organizational and inter-personal dynamics is a critical part of that thing called ‘work’.

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.

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.

John Blackwell

Addressing the communication continuum

John Blackwell

For all the improvements in communications technologies over the past 15 years, has the effectiveness of our organisations actually improved? And if so, how?

Wayne Turmel

Reacting vs responding

Wayne Turmel

Do you interrupt what you're doing to read incoming emails? Do you hit “reply all” when you probably shouldn’t? Too often, we react rather than respond. And that can lead to trouble, especially for managers.

Wayne Turmel

The first two minutes of your webinar

Wayne Turmel

In a webinar or a presentation, people make up their minds in the first two minutes whether they're going to pay attention and be engaged with what you're saying. So first impressions are vital if you want them on your side.

Dan Bobinski

Workforce training requires workforce investment

Dan Bobinski

Investing in your workforce means more than just paying them well. It means equipping people with skills and enabling them with authority. Because without opportunities to learn and grow, people quickly become bored and disengaged.

Earlier opinion

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.

How do you manage distributed workers?

Rod Collins

As many managers are now discovering, traditional management isn’t designed for a remote workforce. Instead, we need to make a rapid shift from centralized command-and-control structures into highly adaptive distributed networks.

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!