The rise of hybrid work arrangements has further complicated life for today’s up-and-coming managers. As a newly promoted leader, you not only have to master the skills you need for face-to-face oversight, but you must also be able to organize remote workers and learn how your team members perform and interact in both online and in-person environments.
A few weeks back, I was leading a class on How Leaders Create and Manage Remote and Hybrid Teams. Two of the participants got into a heated exchange that was very instructive. It raised a good question: When does empathy toward your team members get in the way of managing performance? One of the participants said
by Kevin Eikenberry Recently LinkedIn was abuzz about a post from Carly Martinetti, the co-founder of PR firm Notably, as she announced the organization would not be instituting a Return to Office policy. There is plenty to cheer about and agree with in this post. And as a remote leader of a largely remote team
When joining or bringing people onto a hybrid team, you encounter all the challenges associated with an office-based team, as well as many of the challenges that come with a fully remote team. There are also nuances because the new team structure will be neither of those things, but something new and often unprecedented. Specifically,
Whether or not you grew up watching The Flintstones, you can probably relate to Fred’s famous “Yabba, Dabba, Doo!” scream at the end of his work day. We can all relate with Fred because, for better or worse, the workplace is associate with stress. But what if Fred worked remotely? What if instead of leaving the quarry,
They say that every cloud has a silver lining. If that’s the case, then the storms we’ve all had to endure over the past couple of years have produced some benefits, too. One is certainly a better understanding of remote work, which we have catalogued every day on this site. Maybe the most important thing
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