The decentralization of business processes has been a trend in the past few years as jobs have been increasingly outsourced worldwide. The 2020 pandemic pushed more companies to embrace remote working, adopt flexible scheduling and decentralize their organizational structure. Many of those businesses weren’t prepared for such a swift change. Some hired consultants, such as myself, to help them with the process. Click here for the full article by Konstantin Tsybulko
Archive for "Accountability"
Forbes: The Seven Characteristics Of Great Leaders By Molly Walsh Accountability • Execution
Across the globe, leaders are facing extraordinary uncertainty. Unprecedented challenges resulting from the pandemic are forcing leaders to tackle remote work and learning. Simultaneously, leaders must address long-overdue racial and social injustices inside the workplace. Despite these challenging issues, you may consider yourself lucky to work with someone who truly understands what it means to be an effective leader. This is what they are probably doing right:
Great leaders are constant, genuine and curious learners.
Never complacent in their pursuit of knowledge, strong leaders always seek to learn more. They recognize that learning is a lifelong endeavor; they find joy and energy in learning about new people and concepts. Their authentic curiosity leads not only to a better understanding of the business they lead, but also to a better relationship with their team. Click here for the full article written by Molly Walsh.
4 key leadership skills for a post-COVID-19 workplace Managers will need to combine empathy with agility. Accountability • Execution
The post-COVID-19 workplace will not look the same in every country or industry, but for many managers, the pandemic presents both challenges and opportunities. Managers will have to adjust their skillsets accordingly.
Many of the traits that have always been important for managers — empathy, clarity, authenticity, and agility — are even more crucial during this time of uncertainty and upheaval. Leaders have been challenged to maintain connection and a sense of belonging within their teams even when they cannot be in the same room together. As leaders begin to stage the return to work, they have an opportunity to leverage new insights and advancements developed during the past several months to reimagine the workplace, rather than attempting a return to business as usual. Click here for the full article written by Hannah Pitstick
Today’s Leaders Need Vulnerability, Not Bravado by Amy C. Edmondson and Tomas Chamorro-Premuzic Accountability • Generations • Leadership
Few myths are as pervasive as the notion that leaders ought to appear tough and confident. Or at least, that was the case prior to the current pandemic, which has exposed the many weaknesses of forceful, dominant leaders and highlighted the superiority of those who have the courage to reveal their vulnerabilities. Click here for the full article by Amy C. Edmondson and Tomas Chamorro-Premuzic
This Expert Boosts Organizational Health By Coaching High-Performing Teams By Mike Meagher Accountability • High Performance Teams • Leadership
Even before the COVID-19 pandemic, organizations struggled to keep pace with an increasingly volatile, uncertain, complex and ambiguous (VUCA) world. As technology and culture rapidly iterate, businesses and organizations must either meet the ensuing new demands or fade into the background. Today’s organizations must optimize performance through high-performing teams.
Globalization means maximizing team performance is becoming more important than maximizing individual employee performance. Today, the whole is truly more valuable than the sum of its parts. According to data collected by the Harvard Business Review, workplace collaboration has increased by at least 50% over the past two decades, while over 75% of an average employee’s day involves communicating with colleagues. Click here for the full article.
Are You Building High-Performing Teams? by Jim Morgan Accountability • Generations • Leadership
It is important to work hard at building a high-performance team. Not only does it lead to better performance outcomes, but it is also a tremendous personal experience. Why in the world would you not want to be part of something so great? And why would you not want to experience it with others? A desire, and ideally, ability, to develop high-performance teams is a powerful recruitment and retention tool. Pay, benefits, and personal growth opportunities have to be competitive, but all else being equal, most people will choose to be part of a high-performance team. Click here for the full article by Jim Morgan.
SHRM – Developing and Sustaining High-Performance Work Teams Accountability • Leadership
A “high-performance work team” refers to a group of goal-focused individuals with specialized expertise and complementary skills who collaborate, innovate, and produce consistently superior results. The group relentlessly pursues performance excellence through shared goals, shared leadership, collaboration, open communication, clear role expectations and group operating rules, early conflict resolution, and a strong sense of accountability and trust among its members.
Click here for the full article.
Video: Covid-19: is working from home really the new normal? | The Economist Accountability • Execution • Generations
The COVID-19 pandemic has accelerated a shift towards remote working. This could affect not just people’s working lives, but the shape of cities, gender equality, and even how we measure time. Read more here: https://econ.st/3fXZVZ7
Click here for a full video by The Economist.
Build a Culture That Aligns with People’s Values by Natalie Baumgartner Accountability • Generations • Uncategorized
Candidates are seeking workplaces where they can intertwine their beliefs with those of the company, and work together on a common vision of purpose and success. As leaders grapple with how to recruit top candidates and retain employees, they must rethink how they’re shaping and building a culture that unites people around a common cause. Great culture should provide continuous alignment to the vision, purpose, and goals of the organization. Click here for the full article by Natalie Baumgartner
How leaders can maximize trust and minimize stress during the COVID-19 pandemic by American Psychological Association Accountability • High Performance Teams • Leadership • Most Popular
People look to leaders for guidance on what to do, what to expect and how to act. During uncertain and fluid times, the need for strong, calm, trustworthy leadership is more important than ever.
Psychologists’ research points to several ways that leaders — whether they are government officials, business managers, educators, or parents — can improve their communication skills to maximize trust and minimize stress and anxiety:
Manage stress
People look to leaders to be calm and deliberate in their decisions and actions. Leaders who react to stressful events in highly emotional ways can add to people’s stress and anxiety. Leaders can start by slowing down, taking stock of their stress and understanding what is causing an emotional reaction. Even when facing the demands of a high-profile crisis, leaders must take breaks to reset and refocus. Click here for the full article.