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.
One of the biggest lessons from the coronavirus pandemic has been that incredible feats can be accomplished when leaders share a sense of purpose.
Working in a leadership or management role can be trying at the best of times. But in the uncertain period we find ourselves in at present, the pressures can sometimes seem overwhelming.
As the COVID lockdown continues, a new UK survey finds a-near equal split between positive and negative employee emotions, but with big rises in anxiety and stress and growing fears about finances.
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?
Most businesses are failing to look after employee wellness while they work from home during the coronavirus lockdown, according to new research.
A sense of isolation caused by a the loss of interaction with work colleagues is one of the biggest issues people are having to deal with whilst working from home.
Half of those now working from home as a result of the coronavirus pandemic are experiencing physical pain due to poor home office set-ups, a new survey has found.
Despite its many benefits, many of us are also discovering the downsides of remote working and being physically distant from colleagues.
Almost seven in ten workers feel they are either more productive or equally productive working from home, but many fear that their employers will probably want to return to the status quo once the pandemic is over.
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.
The mass move to working from home has exposed gaping holes in companies' cyber security risk management, new research has warned.
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.
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.
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.
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 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.
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.
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.
If you've never led a remote team and you're worried about how you might cope if the Coronavirus puts you in that position, fear not. For a competent team leader, the differences aren't as great as you might think.
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