Cross-organizational teams are a growing trend. But they can have some costly side-effects for the people who are assigned to these temporary projects.
First was "the Great Resignation." Then there was "Quiet Quitting." But the latest buzzword flying around to help us understand the changing workplace is "the Great Mismatch."
The trend for remote work was rising for years before the COVID tsunami hit. But now we've passed that first big wave of change, what will teamwork look like going forward?
Three years of Covid-inspired disruption to the way work is done has left uncertainty in its wake. But waving a magic wand and saying, "we're going back to the way things were," isn't going to work for a number of reasons.
How do we judge a company or team's culture? What role does working together physically play in creating it? Maybe more important, and harder to answer - how do we know?
Words have their own energy and meaning and need to be chosen with care. That's why language is such an important barometer of organisational culture.
In the U.S., six states have passed laws requiring employers to publish salary information in an effort to reduce wage gaps. So should more organisations be prioritising salary transparency?
What does culturally intelligent decision-making look like for today's global leader? It's certainly not as simple as "just make a decision."
Diverse teams have a harder time trusting each other than homogeneous teams do. Here are three evidence-based ways to go about building that trust.
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?
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.
Knowing how to identify and constructively address unresolved conflict in different cultural situations is a key skill for global leaders.
Creating a high-performance culture is often touted as the holy grail of today's organisations. But achieving it in practice remains an elusive concept.
'Global leadership' is one of those fancy terms that gets used in glossy consulting reports and EMBA marketing briefs. But what does it actually mean?
Boris Johnson's attempt to apologise for attending a Downing Street party during last year's lockdown is a timely reminder about the gulf between making a formal apology and being genuinely sorry.
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.
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?
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?
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.
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.
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