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.
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?
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.
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.
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.
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?
Despite its many benefits, many of us are also discovering the downsides of remote working and being physically distant from colleagues.
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.
Thanks to the coronavirus pandemic, working from home is now the new normal. But for managers unused to remote team working, this could pose some serious challenges.
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!
With the global spread of Coronavirus, how can companies leverage the digital workplace to keep employees safe, limit the loss of productivity and adapt work practices successfully during the crisis?
With the rapid emergence of the Digital Age, top-down, command-and-control management has had its day. Instead, today's organisations need to leverage collective intelligence and shared understanding.
People pay attention to what they’re measured by. So the best way to get a behavior change is to measure to the new behavior intended to be instituted.
What makes a business remarkable? What gets people talking about it and recommending it to others? The simple answer is that they are dramatically and demonstrably different.
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