Post by account_disabled on Jan 3, 2024 1:40:35 GMT -5
Creating a fun, engaging environment is key to maintaining people's morale and driving high performance. This has become even more difficult in this new world of virtual work, which makes it even more important to do so as people are eager to do it throughout the workday, not just during team meetings. If you can free them up while working as a team, their commitment and productivity will increase dramatically. Crisis is a crucible for decision-making In the current challenging environment, our final set of keys to successfully working virtually is to take a step back and consider the structure and distribution of decisions. The current environment may provide opportunities to accelerate the development.
Of leadership capabilities to make these decisions. In many ways, COVID-19 has become a global experiment for business, but no one wanted to do it. While companies face significant challenges, the crisis also provides opportunities to flatten leadership and decentralize decision-making to increase agility and resilience. One-on-One Meetings Thriving in the New World of Work It’s Time to Face Three Challenges of Learning Linda Job Function Email List Gratton Agile and Effective: Leadership Strategies for the Blended Workplace Expanding the Circle of Decision Makers. In crisis mode, organizations face a host of critical decisions. Leaders can expand their capabilities by engaging a wider range of voices to help manage the onslaught.
Of short-term business and talent decisions. This circle should include peers, direct reports, and other stakeholders to allow for more team-based decisions. One way to prepare people for the next stage of their careers is to give them opportunities to step up and lead projects typically reserved for their supervisors. This is standard practice at companies such as professional services firms, which have large numbers of entry-level young people and fast-track promotions. However, these principles apply to all companies, and are particularly helpful in reducing stress on leaders by delegating downwards.
Of leadership capabilities to make these decisions. In many ways, COVID-19 has become a global experiment for business, but no one wanted to do it. While companies face significant challenges, the crisis also provides opportunities to flatten leadership and decentralize decision-making to increase agility and resilience. One-on-One Meetings Thriving in the New World of Work It’s Time to Face Three Challenges of Learning Linda Job Function Email List Gratton Agile and Effective: Leadership Strategies for the Blended Workplace Expanding the Circle of Decision Makers. In crisis mode, organizations face a host of critical decisions. Leaders can expand their capabilities by engaging a wider range of voices to help manage the onslaught.
Of short-term business and talent decisions. This circle should include peers, direct reports, and other stakeholders to allow for more team-based decisions. One way to prepare people for the next stage of their careers is to give them opportunities to step up and lead projects typically reserved for their supervisors. This is standard practice at companies such as professional services firms, which have large numbers of entry-level young people and fast-track promotions. However, these principles apply to all companies, and are particularly helpful in reducing stress on leaders by delegating downwards.