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
Of all forms of communication, feedback is perhaps the hardest to give and receive. The giver has to criticize, which might hurt someone’s feelings, so they avoid having the conversation in the first place. And if the conversation does occur, the recipient is likely to feel shame, hearing some version of “you’re not good enough and you need to change.” So if feedback doesn’t help people up their game, then what does? The authors offer four steps to shift from a culture of feedback t...| Harvard Business Review
The antiquated assumption that those who work from home are less productive than those who work from the office has given rise to “visibility” concerns. In a recent survey, 42% of managers said they sometimes forget about remote workers when assigning tasks. This may explain why remote workers get promoted less often than their peers, despite being 15% more productive on average. While these findings are problematic on many levels, managers — new or seasoned — can take steps to mitiga...| Harvard Business Review
Research conducted during Covid-19 shows that a large number of managers are struggling with the effective management of people working from home, with this translating into many workers feeling untrusted and micromanaged by their bosses. The consequences of poor management at this time — for workers, families, and the economy — suggest the urgent need to help develop managers’ skills in this area. However, simply telling managers to trust their employees is unlikely to be sufficient. R...| Harvard Business Review
This article was written based on Dorothy's story shared in the panelist discussion: "Things I Wish I Knew in My 20s – This Generation of Women Owning the Tech Space" panel at ATxSummit on 31 May 2024.| EngageRocket Blog
Disruption has accompanied humanity since the dawn of time and will persist into the future. Remember Charles Darwin's famous words?| EngageRocket Blog
The highest-performing teams have one thing in common: psychological safety — the belief that you won’t be punished when you make a mistake. Studies show that psychological safety allows for taking moderate risks, speaking your mind, being creative, and sticking your neck out without fear of having it cut off — just the types of behavior that lead to market breakthroughs. So how can you increase psychological safety on your own team? First, approach conflict as a collaborator, not an ad...| Harvard Business Review
In today’s fast-paced, fiercely competitive world of commercial new product development, speed and flexibility are essential. Companies are increasingly realizing that the old, sequential approach to developing new products simply won’t get the job done. Instead, companies in Japan and the United States are using a holistic method—as in rugby, the ball gets passed within […]| Harvard Business Review
Executing complex initiatives like acquisitions or an IT overhaul requires a breadth of knowledge that can be provided only by teams that are large, diverse, virtual, and composed of highly educated specialists. The irony is, those same characteristics have an alarming tendency to decrease collaboration on a team. What’s a company to do? Gratton, a London Business School professor, and Erickson, president of the Concours Institute, studied 55 large teams and identified those with strong col...| Harvard Business Review