How to Deal with Resistance to Change
The real problem is not technical change but the human changes that often accompany technical innovations.| Harvard Business Review
Employees everywhere are suffering from chronic low engagement and productivity levels, while stress and burnout continue to rise. Add to this the pressures of economic uncertainty and a potential recession, the threat of artificial intelligence automating jobs and skills and disrupting entire industries, and the sense of languishing and loneliness that increasingly permeate the work experiences of many, and the overall picture is rather bleak. If you want to compete for talent, and create tr...| Harvard Business Review
Since the pandemic, executives have had to rethink their work-from-home policies to better support their companies’ bottom line. Recent research conducted in a real company showed that employees who worked from home two days a week experienced higher satisfaction and lower attrition rates compared with their colleagues who worked from the office. This reduction in turnover saved millions of dollars in recruiting and training costs, thereby increasing profits for the company. Business leader...| Harvard Business Review
The burdens of subordinates always seem to end up on the manager’s back. Here’s how to get rid of them.| Harvard Business Review
The real problem is not technical change but the human changes that often accompany technical innovations.| Harvard Business Review
Supervising employees requires many skill sets that are often different from an employee’s technical role.| Smart Church Management
Hated by bosses and subordinates alike, traditional performance appraisals have been abandoned by more than a third of U.S. companies. The annual review’s biggest limitation, the authors argue, is its emphasis on holding employees accountable for what they did last year, at the expense of improving performance now and in the future. That’s why many organizations are moving to more-frequent, development-focused conversations between managers and employees. The authors explain how performan...| Harvard Business Review
Extensive research shows that when employees get hands-on managerial support, they perform better than when they’re left to their own devices, but unnecessary or unwanted help can be demoralizing and counterproductive. So how do you intervene constructively? The authors share three key lessons learned during 10 years of study: (1) Step in only when people are engaged in a challenging task and ready to accept help; (2) clarify that your role is to offer assistance, not take over the project ...| Harvard Business Review
Reprint: R1312D High-performing knowledge workers often question whether managers actually contribute much, especially in a technical environment. Until recently, that was the case at Google, a company filled with self-starters who viewed management as more destructive than beneficial and as a distraction from “real work.” But when Google’s people analytics team examined the value of managers, applying the same rigorous research methods the company uses in its operations, it proved the ...| Harvard Business Review
What exactly is psychological safety? It’s a term that’s used a lot but is often misunderstood. In this piece, the author answers the following questions with input from Harvard Business School professor Amy Edmondson, who coined the phrase “team psychological safety”: 1) What is psychological safety? 2) Why is psychological safety important? 3) How has the idea evolved? 4) How do you know if your team has it? 5) How do you create psychological safety? 6) What are common misconceptions?| Harvard Business Review
Collaboration is taking over the workplace. According to data collected by the authors over the past two decades, the time spent by managers and employees in collaborative activities has ballooned by 50% or more. There is much to applaud about these developments—but when consumption of a valuable resource spikes that dramatically, it should also give us pause. At many companies, people spend around 80% of their time in meetings or answering colleagues’ requests, leaving little time for al...| Harvard Business Review
