What’s a “workation” and what does it mean for the future of work? The act of leaving one’s city or country for a week or longer, and working fully remotely using the video conferencing and visual collaboration tools that the pandemic brought us.
How do we go back to work “when all this is over”? A full physical return? Fully remote? Leave it up to the team, the individual? Covid has been a long, uncontrolled mass experiment in next-level flex working. Exploring the many-headed “hybrid” hydra.
How do we go back to work “when all this is over”? A full physical return? Fully remote? Leave it up to the team, the individual? Covid has been a long, uncontrolled mass experiment in next-level flex working. Exploring the many-headed “hybrid” hydra.
Future Mapping is, in many ways, the opposite of succession planning. Rather than planning for gaps in the current org chart, imagining the future state of the organisation and asking which individuals’ vision, values and ideas align with that future. What tools, training and experience will she need to get there. Six ways to start.
How do we go back to work “when all this is over”? A full physical return? Fully remote? Leave it up to the team, the individual? Covid has been a long, uncontrolled mass experiment in next-level flex working. Exploring the many-headed “hybrid” hydra.
Hiring managers have likely worked for a company for longer than three years. If so, they were onboarded in the light, which meant being there physically, going to an office, having predecessors to shadow, a digital services department to visit on the fifth floor and the IT department to ask for help setting up on the second.
Onboarding in a fully remote context means mapping hundreds of stakeholders, interests, departments in your head, in 2D, with only your own internet connection to support you. Getting this right matters when new talent has choices.
The people doing most of the talking and ideation should be the ones out doing the work, interacting with the customer. The people doing the most listening and implementing should be the leaders.
This means that the traditional, top-down org chart needs to be flipped on its head.
This latest piece by the author of the Handbook for Post-Covid Communication offers seven easy ways to build a high-functioning team.
The people doing most of the talking and ideation should be the ones out doing the work, interacting with the customer. The people doing the most listening and implementing should be the leaders.
This means that the traditional, top-down org chart needs to be flipped on its head.
This latest piece by the author of the Handbook for Post-Covid Communication offers seven easy ways to build a high-functioning team.
The people doing most of the talking and ideation should be the ones out doing the work, interacting with the customer. The people doing the most listening and implementing should be the leaders.
This means that the traditional, top-down org chart needs to be flipped on its head.
This latest piece by the author of the Handbook for Post-Covid Communication offers seven easy ways to build a high-functioning team.
In the post covid workplace, deep in the Great Resignation, surveys matter now more than ever.
This latest piece by the author of the Handbook for Post-Covid Communication offers five easy ways to make your employee surveys more effective.
