Surviving re-orgs and buyouts at a distance

Wayne Turmel | 06 Jun 2024

For people working remotely, an internal re-organization or an external buyout can be especially disconcerting and confusing.

How to lead with questions in cognitively diverse ways

Megan Seibel

Questions can be powerful leadership enablers. So it is worth taking time to understand the art of asking the right questions and creating a questioning culture when leading others.

Pause and allow

Neil Jurd

Being 'busy' is normally seen as a positive thing. But being busy has a dark side - stress, poor sleep, never having enough time to stop and think. So how can we learn to be effective without becoming overloaded?

Are America and Europe returning to the office in the same way?

Wayne Turmel

It has been four years since Covid caused a seismic change in how and where people work. But are North America and Europe handling this trend in the same way? The evidence says not.

What to do when youíre just not feeling it?

Wayne Turmel

Working remotely can be great, but it can also be isolating, especially on those days when youíre lacking motivation or just canít seem to get to grips with what needs to be done.

The importance of age-inclusivity in hospitality

Penny Brown

Amid the ongoing labour shortage in the UK's hospitality industry, one positive sign is that the sector is attracting a growing number of over-50s workers, who now make up over a third of its workforce.

What to do if hybrid isnít working

Wayne Turmel

How are teamís hybrid working arrangements working out? Are they better or worse than you expected?

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From the archive

Morale: a moving target

Duane Dike

What we think we know about morale is probably wrong, especially the black and white notion that morale is either Ďgoodí or Ďbadí. Like most human feelings, morale is a moving target, which is why being sensitive to its nuances is such a key skill for leaders.

Dan Bobinski

Is your leadership developing or diminishing?

Dan Bobinski

Many leaders are gifted, enthusiastic and driven, but they often overlook the fundamentals. Things like monitoring the ideas, the horizon, and their organization's capabilities, plus listening to feedback and adapting appropriately to create the conditions for success.

Wayne Turmel

Just more useless management advice

Wayne Turmel

There are about 3,000 new business titles published in the U.S. alone each year and most of them are useless. Because, let's face it, most of what passes for business advice is warmed-over common sense and not new at all.

Myra White

How to manage a narcissist

Myra White

Narcissism is becoming an epidemic in the United States. So just how do you manage a workplace in which many individuals have an unrealistic view of their own abilities and believe they are entitled to special treatment?

Robert Heller

Recurring management failure

Robert Heller

In the 1960s, my first book looked at managers who did the wrong thing for the right, the wrong, or no reason at all - yet still managed to keep their overpaid jobs. In the intervening decades, nothing has changed.

Earlier opinion

Are we neglecting managers in the new world of work?

Marco Favaloro

With many managers struggling at a personal level in the new world of hybrid work, organisations need to offer additional support to build healthy workplace relationships.

Diverse teams and psychological safety

David Livermore

Thereís been a surge of interest recently about the importance of psychological safety, and rightfully so. But like many good things, it's better not to have too much of it.

Inclusion is the key to engagement

Wayne Turmel

How do you keep employees engaged when they arenít interacting with colleagues every day? The answer is to try to include them whenever the opportunity arises.

Making cross-organizational teams work

Simon Thule Viggers

Cross-organizational teams are a growing trend. But they can have some costly side-effects for the people who are assigned to these temporary projects.

Great expectations?

Wayne Turmel

An issue many managers come up against on remote or hybrid teams is that there are fewer opportunities to inspect peoples' work in person, or on-demand. Dealing with this is all about expectations.

Culturally intelligent teams: different values, same norms

David Livermore

Understanding cultural differences on a diverse team does not automatically translate into better performance. Instead, leaders need to develop team norms that are both inclusive and unifying.

Communication differences on diverse teams

David Livermore

Differences in communication styles can be a constant source of conflict on diverse teams. Understanding these differences is key to building trust, avoiding misunderstandings and leading more effectively.

Hybrid teams: keeping up the connections

Marco Favaloro

It's all too easy for those all-important 'water cooler' moments to evaporate in the new hybrid world of work. So how do you build deeper relationships in teams that rarely share the same physical space?

Leadership advice you should ignore

David Livermore

So much advice to leaders and entrepreneurs is ill suited to leading in today's digital, diverse world. It often includes kernels of truth, but much of it needs a major rethink, starting with these.

The great mismatch?

Wayne Turmel

First was "the Great Resignation." Then there was "Quiet Quitting." But the latest buzzword flying around to help us understand the changing workplace is "the Great Mismatch."

Five questions culturally intelligent leaders ask themselves everyday

David Livermore

While cultural intelligence (CQ) needs to inform big picture strategic and operational issues, where it really comes to life is in the everyday practices of a leader.

Leaders, teammates, and teams

Wayne Turmel

The trend for remote work was rising for years before the COVID tsunami hit. But now we've passed that first big wave of change, what will teamwork look like going forward?