Never go back?

When people resign from a position it generally means they’re finished with that company permanently but that's not always the case. Following the Great Resignation, a large number of people are going back to their former workplaces as returning employees. In fact, a recent study by UKG shows that 43% of people who quit their jobs during the pandemic think they were better off in their old job with almost 1 in 5 of those who left jobs during the pandemic returning to their previous employer.

People can change jobs for many reasons such as improved salary, increased job security, flexible work options or simply a change of scenery but, during the pandemic, many of these things took on greater importance. Organisations entered a survival rather than an expansion mode so there were few new opportunities, which left employees, stuck in their role with limited options for change. Many decided to move elsewhere but now, as the pressures of the pandemic recede, their original companies are coming back with new opportunities and working conditions. So, as the original reasons for leaving lessen, we’re seeing the rise of the boomerang employee!

A boomerang employee is someone who leaves their organisation but then chooses to return after a period of time and it's a move that can be beneficial for both the employee and the organisation. For the employee they may bring new skills, perspectives, and experiences gained from their time away and these new credentials can be useful tools for negotiating a return to a higher position, improved pay or a more flexible work arrangement. Organisations may benefit from boomerang employees because they already have an understanding of the company culture, policies, and procedures, which can mean lower training and on-boarding costs. Because they want to return, whether its because they miss the culture, people or work itself, they will be motivated and want to succeed which can only be good for productivity and overall performance. 

There are a few downsides though. Returners may be coming back to the same problems they faced previously, they may just want to return to their comfort zone and there could be personnel issues with employees who stayed with the organisation and have not been promoted. Some organisations may have a different mindset around rehires. Given that these employees have already left once, does it appear to be rewarding disloyalty and encouraging other employees to leave and, if companies are looking at re-hiring former workers, where does that leave the labour market going forward?

The pandemic has delivered many new social and work trends and one is the opportunity for employers to engage with and truly listen to what their workers want and need. Maybe, as well as being an indicator of what motivates people to leave a job, boomerang employees could show what could make them stay?

Beyond DeepFakes: Navigating Ethical Challenges and Building Trust in Generative AI by Bash Sarmiento

 The application of generative AI has seen immense growth in recent years, and ethical challenges must be considered.

A generative AI is a type of artificial intelligence that creates new outputs from existing data, and can generate human-like photographs that look almost real. This technology has the potential for great good but also presents ethical challenges and risks. In this article, we will explore the meaning of deep fakes, the ethical challenges associated with their use, and the importance of building trust in generative AI.

Understanding DeepFakes

DeepFakes are manipulated or synthesised media, such as videos or images, created using deep learning algorithms. They use generative adversarial networks (GANs) to generate or alter content that appears highly realistic and often deceiving.

DeepFakes gained attention for creating realistic but fabricated videos where people appear to say or do things they never did. They raise ethical concerns due to their potential for spreading misinformation, manipulating public opinion, and violating privacy. While not inherently malicious, the misuse of DeepFakes has sparked discussions about their ethical implications and the need for detection methods and public awareness.

Ethical Challenges in Generative AI

Ethical challenges in generative AI arise from the potential consequences and implications of AI systems that can generate content, such as images, videos, and text, with increasing levels of realism. Here are some key ethical challenges in generative AI:

Misinformation and Manipulation

Generative AI can create highly effective fake content, raising concerns about the spread of misinformation and manipulation.This can have significant consequences in journalism, politics, and public discourse, where AI-generated content can deceive or manipulate audiences.

Privacy and Consent

Generative AI systems often rely on large datasets, including personal information, to learn and generate content. The use of personal data without consent or knowledge of individuals can infringe upon privacy rights.

Bias and Discrimination

Generative AI systems learn from existing data, which can contain biases and prejudices in the training datasets.

If not properly addressed, generative AI can perpetuate and amplify existing biases, leading to discriminatory outcomes in generated content. This can exacerbate societal inequalities and reinforce stereotypes.

Intellectual Property and Copyright

Generative AI raises challenges regarding intellectual property rights.

AI systems can generate content that resembles existing works, raising questions about copyright infringement and ownership. Determining the boundaries between creative inspiration, fair use, and plagiarism becomes more complex when AI generates content.

Authenticity and Trust

As generative AI becomes more advanced, distinguishing between AI-generated and authentic content becomes increasingly difficult. This erosion of authenticity can undermine trust in media, institutions, and individuals. Verifying the integrity of information becomes challenging and can lead to scepticism and doubt.

Unintended Consequences

The deployment of generative AI systems can have unintended consequences. AI-generated content can be exploited for malicious purposes, such as deepfakes for defamation, harassment, or social engineering. The potential for misuse and harm requires careful consideration and safeguards.

Building Trust in Generative AI

Building trust in generative AI is crucial to mitigate ethical concerns and ensure the responsible and beneficial use of the technology. Here are some key approaches to building trust in generative AI:

Transparent Algorithms and Explainability

Enhancing the transparency of generative AI algorithms helps users understand how the AI system generates the content and makes decisions. Providing explanations and interpretability can increase trust by enabling users to evaluate the reliability and fairness of the generated content.

Robustness and Detection Mechanisms

Developing robust generative AI systems that are resilient to adversarial attacks and manipulation is essential. Implementing effective detection mechanisms to identify AI-generated content and distinguish it from authentic content helps build trust by enabling users to verify the authenticity and reliability of the media they encounter.

Regulation and Policy Frameworks

Establishing clear regulatory frameworks and industry standards for developing and deploying generative AI technologies can help build trust. Regulations can address privacy, consent, intellectual property rights, and the responsible use of generative AI, providing a foundation for ethical practices and accountability.

Education and Awareness

Promoting digital literacy and raising public awareness about generative AI research can empower individuals to make informed judgments about the content they encounter. Education initiatives can focus on teaching critical thinking skills, media literacy, and the ability to identify and verify trustworthy content, thereby reducing the risk of manipulation and misinformation.

Responsible Use and Ethical Guidelines

Encouraging developers and practitioners to adhere to ethical guidelines and responsible AI practices is essential. Industry initiatives and organizations can promote the responsible use of generative AI by emphasizing ethical considerations, ensuring transparency, and prioritizing user privacy and consent.

User Involvement and Feedback

Engaging users and incorporating their feedback in developing and deploying generative AI systems can foster trust. Including user perspectives and preferences helps ensure that the technology aligns with societal values and user needs, fostering a sense of ownership and trust in the AI systems.

Collaboration and Partnerships

Foster collaboration among different stakeholders, including researchers, industry experts, policymakers, and civil society organizations. Collaborative efforts can lead to developing shared guidelines, best practices, and ethical frameworks for generative AI, enhancing trust and ensuring a broader understanding of the technology's implications.

Case Studies and Examples

Case Studies and Examples of Successful Initiatives and projects addressing ethical challenges in Generative AI:

1. OpenAI's GPT-3 Release and Responsible AI Use: OpenAI's GPT-3, a powerful generative AI model, was released focusing on responsible AI use. OpenAI implemented safety mitigations to reduce potential harmful and biased outputs. They also limited its availability during the initial stages to understand and address potential risks.

2. Partnership on AI: The Partnership on AI is an organization that brings together industry leaders, academics, and NGOs to collaborate on AI ethics and policy. Their projects include developing guidelines for fairness, accountability, and transparency in AI systems and promoting diverse and inclusive AI development.

3. Google's AI Principles and Ethics Board: Google established a set of AI principles to guide its development and use of AI technologies. They also formed an external AI Ethics Advisory Board to provide independent perspectives on ethical challenges. This initiative aimed to ensure that AI technologies align with societal values and prioritize human well-being.

Lessons learned from past experiences and failures:

1. Microsoft's Tay Chatbot: Microsoft's chatbot, Tay, was launched in 2016 with machine learning capabilities to interact with users on social media. However, malicious users quickly compromised it, leading to the bot producing offensive and inappropriate responses. This incident highlighted the importance of robust safeguards and moderation mechanisms to prevent abuse and ensure responsible AI deployment.

2. Bias in Facial Recognition Systems: Several instances have revealed biases in facial recognition systems, where the technology performed poorly on certain demographic groups, particularly people with darker skin tones. These failures underscore the significance of diverse and representative data and rigorous testing and evaluation to mitigate biases and improve the fairness of AI systems.

Impact of ethical practices on user trust and societal outcomes:

Ethical practices in generative AI profoundly impact user trust and societal outcomes. When users have confidence in AI developers' ethical standards, they are more likely to trust and engage with AI systems. This trust fosters user adoption and acceptance, leading to positive societal outcomes.

 By addressing ethical challenges such as bias, fairness, and transparency, AI initiatives can contribute to equitable and inclusive outcomes. Ethical practices also help mitigate the potential negative consequences of AI, ensuring that AI technologies align with human values and promote the well-being of individuals and society.

Conclusion

The application of generative AI presents opportunities and ethical challenges that must be addressed to build trust in this technology. Understanding the ethical implications and developing mechanisms for detection, regulation, education, collaboration, and user involvement are key steps to ensure the responsible use of generative AI. If done correctly, these efforts enable users to make informed decisions and foster beneficial outcomes for individuals and society. By adhering to ethical guidelines, transparent algorithms, and robust safeguards, generative AI can be utilised responsibly, resulting in positive societal impacts.

About the author

Bash Sarmiento is a writer and an educator from Manila. He writes laconic pieces in the education, lifestyle and health realms. His academic background and extensive experience in teaching, textbook evaluation, business management and traveling are translated in his works.

Making remote management work

 Keywords - Resilience – Working Remotely – Travelling - Change - Remote Works

In this episode of Resilience Unravelled Ali Green, a digital nomad who has been traveling full time since 2017, shares her experiences of working remotely and living a life of constant change. She talks about how she learned to keep in touch with her company while traveling and how she found success as an employee, freelancer, consultant, and writer. Ali also discusses the challenges of building deep relationships while constantly on the move and emphasises that it's possible to find your tribe even when you're not physically around them. She shares her most challenging experience in Asia where being far from her support system made her feel isolated at times.

Finally, she reveals some of her top experiences so far as a digital nomad- including skydiving in Brazil and organising a trip to Japan for remote co-workers which helped deepen their bond despite never meeting again in person.

She is also the co-author of the book "Remote Works: Managing for Freedom, Flexibility and Focus," which discusses her experiences with remote work and travel. She emphasises the benefits of embracing a resilient mindset to navigate the challenges that come with this lifestyle, such as language barriers and cultural differences. The book offers practical advice for managers on how to effectively lead remote teams and maximise productivity.

Main topics

• Ali's top three experiences while traveling.

• How Ali developed resilience while traveling and working remotely.

• The future of remote work.

• How to form and maintain connections while traveling.

• The importance of having a support system while traveling.

• The challenges of working remotely and managing a team in different time zones.

• The benefits of asynchronous communication in remote work.

Timestamps

1: Introduction and Background 00:02-03:17
2: Early Childhood Experiences 03:35-04:42
3: Professional Struggles 05:52-06:44
4: Nomadic Lifestyle 06:55-08:15
5: Top Experiences 12:46-15:47
6: Remote Work 19:01-22:16
7: Conclusion 23:30-24:27

Action items

• Read Ali's book on remote working, "Remote Works Managing for Freedom, Flexibility and Focus".

• Look for Ali on LinkedIn to connect with her.

   You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Ambiverts as leaders

Generally, people are thought to be either introverts or extroverts although most us sit somewhere along this spectrum. Whilst introverts enjoy peace and reflection and may be happier working on their own, extroverts thrive on being around people, engaging with others and enjoying social connection.

If though you possess both traits and can naturally shift your behaviour depending on the environment you’re in then you might be seen as an ambivert. Ambiverts have a balance of both introverted and extroverted personality traits so they may enjoy socialising and being around people, but also need time alone to recharge their batteries. They can be outgoing and assertive when needed, but also reflective and introspective when required. They are comfortable in a variety of social situations, but may also feel drained after extended periods of interaction.

They can also make good leaders and managers as they are adaptable to a variety of situations and can communicate effectively with different types of people. For example, they can be assertive and decisive when needed, but also listen to and empathise with their team members. They can balance the needs of the organisation with the needs of their team members, creating a positive work environment that encourages collaboration and productivity.

Ambivert leaders can also leverage their ability to connect with people to build strong relationships with stakeholders, clients, and employees, which can lead to better outcomes for the organisation. Additionally, they can be comfortable in both leading from the front and delegating tasks to others, which makes them well-rounded managers.

The downside is that ambivert leaders can sometimes struggle with decision-making because they may weigh both sides of an issue equally and find it difficult to choose a course of action. This can lead to delays in decision-making and inaction, which can be problematic in a fast-paced work environment. Another potential downside is that they can  sometimes struggle with prioritising their time and energy and, as they enjoy both socialising and spending time alone, they may find it challenging to balance their work and personal lives. Finally, possessing both introverted and extroverted traits, means they may need to adjust their leadership style depending on the situation so they may struggle to find a leadership style that works for them.

Overall, whilst there are potential downsides to ambivert leaders, these can be mitigated through self-awareness, effective time management, and a willingness to adapt their leadership style if and when needed.

Intentional Leadership

 Keywords - Resilience – Leadership – Intentionality – Implicit Bias

In this episode of Resilience Unravelled Dr Kristen Albert. a leadership coach and podcaster with 30 years of experience in education, discusses her definition of leadership, the importance of intentionality and the aspects positively correlated to leadership effectiveness.

Kristen believes that everyone at every level is capable and responsible for leading within their sphere of influence and talks about the need to change the traditional paradigms surrounding what it means to be a leader. She also discusses how intuition can be misleading but that listening to one's body can provide valuable insight into decision making and her advocacy for diversity and equality in leadership positions.

Main topics

• the leadership circle profile

• hierarchy and leadership

• the need for intentionality in leadership

• the importance of personal work in recognising implicit bias and benefiting from systems that have been created over time.

• the need for leaders to remove fear from the workplace and create psychological safety.

Timestamps

1: Introductions 00:02--00:40
2. Defining Leadership 02:05-03:45
3: Details of Leadership 04:18-06:57
4: Harnessing Potential of Difference 14:30-16:25
5: Personal Leadership 22:10-23:08
6: Ways to Work with Kristen Albert 23:26-25:46
7: Conclusion 25:48-26:20

Action items

•  Find out more about Kristen's Turning Points program which offers leadership coaching, a community, and positive intelligence coaching.

• Listen to her Turning Points in Leadership podcast.

• Visit Liveworksatisfied.com to learn more about Kristen's coaching services.

   You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Contagious burnout?

No one is immune to burnout. It’s something that can affect people across every sector and discipline, and it’s also something that's on the rise.

The classic signs of burnout, mental exhaustion, disengagement, negativity, cynicism and reduced productivity are well established and, although we generally think about it as something that affects individuals, it can be contagious!  Contagious burnout refers to the phenomenon where an individual’s burnout symptoms are spread to their colleagues or team members. This type of burnout contagion usually happens after there has been some sort of organisational change such as large-scale redundancies, cuts to budgets, policy reviews or alterations to the management team. In the face of such change, employees may experience feelings of fear, confusion, frustration or anger.

If leaders do not address this, burnout may develop in team members who work closely together which can impact the entire team's wellbeing and productivity. It can also create a culture where working long hours and sacrificing personal time is normalised, creating pressure for others to do to do the same and further contributing to the spread of burnout within the team.

To prevent contagious burnout, it’s essential to prioritise self-care, encourage open communication within the team, and ensure that workload and responsibilities are distributed evenly. Employers can also provide resources for employees to manage stress and offer support for those experiencing burnout. By addressing burnout early and proactively, teams can create a culture of wellbeing and prevent burnout from spreading.

Contagious burnout is incredibly disruptive and costly for both the individual and organisation. For the employee, it can lead to presenteeism, absenteeism and a variety of physical symptoms. For the organisation it can mean high staff turnover, lower productivity and ultimately reduced profitability.  Whether looking at contagious burnout from a corporate or individual perspective, the need should be to focus on strategies that will have a deeper impact and create lasting cultural change.

Lyrical Leadership and the five-step path of transformation.

Keywords - Resilience – Leadership – Poetry – Control - AI

In this episode of Resilience Unravelled, Aneace Haddad, an executive coach and author based in Singapore who talks about his background as a former tech entrepreneur turned leadership coach and writer. He talks about his recently published book, "The Eagle That Drank Hummingbird Nectar," which explores the concept of lyrical leadership through the five-step path of transformation - entering the path, resilience, limiting beliefs, innovation, and mindfulness – to enable leaders to let go of limiting beliefs and labels to become more resilient. The book is structured as a fictionalised account of his experiences and draws on Eastern philosophy principles without explicitly mentioning mindfulness.

Main topics

• The importance of relinquishing control to create a new culture that can solve complex problems.

• The concept of lyrical leadership

• The value of letting go of rigid labels and authority while maintaining some control

• The illusion of self and mindfulness

• Overcoming contradictions and balancing innovation and results

Timestamps

1: Introductions 00:00-00:36
2: Aneace’s background and career 00:41-02:19
3: Aneace's novel and writing process 02:19-04:11
4: Lyrical Leadership and Aneace's approach to coaching 04:46-06:39
5: Aneace's Book "The Dream", Five Steps to Resilience, and Letting Go 06:56-09:49
6: Detaching the illusion of self and mindfulness 11:29-14:33
7: Overcoming contradictions and balancing innovation with results 15:04-16:43
8: Chat GPT and the future of writing 17:43-21:15
9: Contact information 21:52-22:39
10: Conclusion and Farewell 23:00-23:17

Action items

• Find out more about Aneace at aneace.com

• Read Aneace’s book The Eagle That Drank Hummingbird Nectar

  You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Share your story.

Keywords - Resilience – Storytelling – Narrative – Journaling

In this episode of Resilience Unravelled Molly Sider,  a storytelling coach, shares her journey to discovering the power of personal narratives and how telling our stories can create connections with others. She encourages people to get vulnerable and share their stories in whatever way feels comfortable for them, whether it be with friends or writing it down. Molly emphasises that sharing our stories helps us humanise ourselves and others and creates compassion and empathy. The act of hiding our true selves takes up unnecessary energy, so we should aim to release these little bits about ourselves in order to live more authentically.

Main topics

• The benefits of sharing personal stories and experiences.

• How opening up can help individuals understand their core identity and values.

• How privacy is okay for those who are uncomfortable with sharing personal details.

• The importance of interpersonal communication in calming one's nervous system and reducing stress.

• How listeners can start small by journaling or listening to others' stories before sharing their own.

Timestamps

1: Introduction Russell welcomes the audience and introduces Molly. 00:02
2: Getting to Know the Guest. Russell asks Molly how she is and about her background and how she discovered storytelling. 00:14-00:47
3: The Power of Storytelling. Molly talks about her experience with storytelling, the benefits of storytelling, and how it can create an immediate connection with the audience.02:38-06:23
4: Sharing Your Story. Molly and Russell talk about different ways to share your story, including journaling, talking to friends, and professional help. They also discuss the importance of picking and choosing when and how to share your story. 08:33-15:22
5: Listening to Other People's Stories. Molly and Russell discuss the importance of listening to other people's stories and how it can help you understand yourself better. 19:25-20:04
6: Working with the Guest. Molly talks about the work she does as a life coach and how she helps people share their change stories. 20:23-22:13
7: Conclusion. Russell thanks Molly and provides information on how to contact her.22:13-22:18

Action items

• Listen to Molly’s podcast I Am This Age a platform for people who have made big life changes beyond 40 years old.

• Find out more about Molly at mollysider.com

• Listen to The Moth, a storytelling event available as a podcast.

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Paws for thought?

Back in 2017 Scottish brewer Brewdog announced that all employees who adopted a puppy or rescue dog could have one week’s paid leave to help settle in their new pet. Now, the increase in pet ownership that started during in pandemic has put the subject of paid leave to look after new pets back in the discussion of employee benefits.

Pawternity is the term used to describe the concept where companies offer their employees paid time off to take care of their new furry friends. Similar to maternity or paternity leave, pawternity leave recognises the importance of pets in our lives and the responsibility that comes with taking one on. Depending on the company policy, the leave can range from a few days to a couple of weeks and is designed to allow employees to bond with their new pet, provide necessary training, and ensure their pet's health and wellbeing during the crucial adjustment period.

Employers are not legally obliged to give their employees paid or unpaid ‘pawternity leave’ in the UK. Some do however because they consider it’s something that's valuable to their staff – essentially prioritising animal welfare but with a benefit to the organisation. A pawternity policy provides employees with all the benefits that come with pet ownership such as reduced blood pressure, lower stress levels and boosted mood. And, when employees are happier and more content, job satisfaction, office morale and employee productivity all improve. One study from the University of Warwick actually shows that happiness improves productivity by around 12%.

Of course, if the owners of new pets get time off work, what does everyone else get?  Whilst its great to offer employees generous perks, is it unfair to offer such benefits to a limited number of people? And where does it stop? Any organisation thinking of introducing a pawternity policy will have to be very clear on the terms - what constitutes a pet and whether the benefits will only apply to cat or dog owners or if they will be extended to other types of pet owners.

With all the current difficulties in attracting and retaining talent, Pawternity leave could appeal to people who value their work-life balance and the well being of their pets. With work related stress costing the UK economy millions of pounds each year in lost productivity, perhaps any way of cultivating a happier, healthier and more productive workforce should be considered?

Manic Mondays?

We've all been there. Waking up on a Monday morning and realising the weekend wasn't quite long enough to recover from the stress of the previous working week. If you've ever had similar feelings, the latest emerging workplace trend may well be something that might appeal to you.

Bare Minimum Monday is intended to lower all the feelings of anxiety and stress about the upcoming working week.  These start to build on a Sunday afternoon so the idea is to focus on your own mental health and wellness by giving yourself space and a sense of calm to better navigate your first day back to work.  Doing “the bare minimum” of what needs to be done on a Monday (along with whatever else you want to do) means you are better able to focus on larger or more complex tasks on your other working days.

The idea comes from TikTok creator Marisa Jo Mayes who sees it as a form of self-care and a way to fight back against the feelings of overwhelm, exhaustion work-related stress. By prioritising the self and avoiding stressors, better outcomes are achieved, there is a positive impact on employee wellbeing by protecting mental health and employees are happier and healthier in the long term.

Recent work trends such as the Great Resignation and Quiet Quitting have shown that employees are considering how their work impacts their mental health far more but Bare Minimum Monday would seem to be at odds with the classic models of self-care. These tend to be built on meaningful engagement, not avoiding or ignoring challenges and building ways to thrive. If employees are just doing the bare minimum, or getting the ‘Sunday Scaries’ it could be a sign of disengagement, which leads to the question, if you need to disengage from a job to cope with it, is it really the right job?

Expecting employees to be at the top of their game 100% of the time is unrealistic. We all have good days and bad days and its certain that there will be times when we are more productive and produce better quality work. Whilst it may be tempting to do as little as possible on Mondays to avoid stress, this approach may not be the most effective in the long run. It's important to find a balance between minimising stress and meeting work responsibilities. Instead of doing as little as possible, prioritising your tasks and finding ways to work more efficiently may be a better way to manage Manic Mondays.

Changing times. Leadership in the entertainment industry.

Keywords: Resilience – Leadership – Empathy – Entertainment Industry – Executive Coaching

In this episode of Resilience Unravelled, Dawn Kohler a writer and executive coach in the entertainment industry discusses how media and entertainment are going through cataclysmic change right now due to streaming services like Netflix and Amazon. This has kept her busy coaching leaders who struggle to develop themselves and their teams during times of uncertainty or turbulence. She discusses the evolution of leadership styles in the industry and the focus on empathy and accountability, and also touches on the importance of proper nurturing in parenting and how organisations can value the wisdom of elders while embracing diversity for growth.

Main topics

• How the media industry reflects our society and shows how it has moved forward.

• The evolution of leadership style and approach behind the screen.

• Why adults need to hold space for somebody and listen to the acknowledgment of somebody being hurt by something they unintentionally or intentionally did.

• A generational shift towards people who are resilient is happening because of leaders' great intentions with zero competence.

• Building resilience means having the ability to get things wrong and put things right.

• Why organisations should value the wisdom of the elders and have good mentoring programs.

Timestamps

1: Introduction to Dawn and her work as a writer and executive coach (00:00-01:34)
2: How Dawn found her path in the entertainment industry and her success dealing with the human dynamic during times of change (01:51-03:07)
3: The role of entertainment in reflecting society and representing different sectors of the population and emotional issues (03:38-05:56)
4: The evolution of leadership style or approach (06:01-07:01)
5: The power of communication and social media in giving viewers the ability to share their opinions and bring things to the surface (07:11-08:12)
6: The importance of empathy and acknowledging hurt when unintentionally or intentionally offending someone (12:07-14:11)
7: Dawn's work as an author and her latest book, "The Messages," which is a memoir that tells the underbelly of her own story (14:19-18:37)
8: The need for resilience and the importance of learning the ability to get things wrong and put things right (19:48-23:00)
9: The value of wisdom from elders in organisations and the importance of passing down corporate history (23:08-24:59)
10: The importance of escalation and having challenging conversations in organisations (24:51-26:14)

Dawn is also the author of three books, including her latest memoir "The Messages," which discusses her personal journey through severe abuse in childhood, which led to a shift in perspective and ultimately into the field of executive coaching.

Action points

• Learn about Dawn at dawnkohler.com

• Read Dawn’s book ‘The Messages. A Memoir’

   You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Healing the brain

Keywords: Rewiring the Brain – Resilience – Mental Health – Repairing the Brain

In this episode of Resilience  Unravelled, Scott Warwick, an attorney and human resources professional for over 41 years, talks about his interest in mental health which stems from his son's Asperger's autism diagnosis. Scott has conducted subsequent research that revealed western medicine has a limited understanding of how the brain works. He highlights that chronic distress is the number one threat to people’s health and that people need to change their lifestyle holistically rather than rely on pills. Furthermore, that getting rid of toxic individuals in your life is crucial for maintaining good mental health as they can drain your energy like vampires.

Scott discusses the importance of taking care of our brain and how it affects overall health. He talks about the negative effects of stress and anxiety on the brain, as well as poor nutrition and lack of hydration and emphasises that a holistic approach including things like meditation, positive thinking, conflict resolution skills, and emotional intelligence training for managers is necessary. He also shares his personal story and authenticated scans in his book ‘Healing the Human Brain’ which highlights how he overcame challenges to repair his own brain function and how his son’s brain scan revealed issues which led to a journey of discovery and healing. The book also talks about the brain's ability to rewire itself and techniques for stress management.

Main topics:

• Why chronic distress is the number one threat to health according to Harvard Medical College and the American Psychological Association.

• How meditation and positive thinking can help rewire the brain.

• Why a brain healthy workplace involves conflict resolution and emotional intelligence training for supervisors and managers.

• How learning a new language can also help heal the brain.

• The art of debate and mutual learning versus self-destruction in today's society.

• The importance of finding a lifestyle that works for each person's unique needs

• The need for better treatment of people in the workplace to promote productivity and leadership.

• How to improve brain health through activities such as meditation and sports.

Timestamps:

1: Introduction - 00:02-00:39
2: Background. Scott discusses his unusual background and how it led to his interest in brain healing - 01:21-02:43
3: Healing Brain Concept. Scott discusses his son's brain condition and the journey they went through to heal it - 02:43-07:12
4: Rewiring the Brain. The process of rewiring the brain and the various methods used to achieve it - 07:12-17:54
5: Brain Healthy Environment. The importance of creating a brain healthy environment, including emotional intelligence and conflict resolution - 18:48-23:35
6: The Book. Scott discusses his book on brain healing and shares information on how to purchase it -  24:09-28:50
7: Conclusion and contact information - 28:50-29:13

Action points:

• Learn more about Scott and his research and strategies for brain healing at https://scottwarrick.com/ His site allows viewers to access free videos on repairing their brain

• Read his book ‘Healing the Human Brain’ which is available on Amazon.com

     You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Weathering the Storm: How Resilient Businesses Can Adapt to Climate Change by Katie Pierce

Adapting to the effects of climate change requires resiliency, not just from governments and businesses, but also from individuals and their everyday commuting habits. It is the only way we can build a sustainable future while weathering the storm. For businesses, adapting to climate change goes beyond protecting the environment. It also means surviving and thriving in the future. 

In this article, we will discuss how resilient businesses can stand strong in the face of climate-related challenges. 

Why Resiliency Matters in Adapting to Climate Change

Resilience is crucial in adapting to the impacts of climate change. It means having the capacity to bounce back quickly when we're knocked down.  Resilience is necessary to withstand extreme weather events such as floods, droughts, and hurricanes, and to reduce the potential for long-term harm. Building resilience can also help mitigate the impacts of climate change in the long term. Investing in resilient infrastructure, such as green roofs and permeable pavements, can protect communities from flooding and reduce greenhouse gas emissions.  Resilience is not a luxury, it's a necessity if we want to adapt to the challenges that lie ahead. It is needed to create a more sustainable future for ourselves and future generations.

Risk Assessment and Management

In today's rapidly changing climate, a savvy business understands the imperative of risk assessments to confront potential environmental challenges. But it's not enough to simply check the box and move on. To truly fortify their resilience, a wise enterprise invests in analysing these risks with a discerning eye, prioritising them based on their potential impact. Only then can they craft effective risk management plans, ready to withstand even the most daunting of scenarios. Yet, it doesn't end there. A truly resilient business remains nimble, consistently updating its risk assessments as new data and insights come to light. This adaptability allows them to stay ahead of emerging risks, a crucial asset in today's ever-changing landscape.

Adaptation Planning

In the face of an ever-evolving climate, a resilient business recognises the need for targeted adaptation plans designed to suit the unique risks they face. These plans go beyond just identifying potential threats. Instead, they leverage specific changes to operations, infrastructure, and supply chains to reduce vulnerability and build enduring fortitude. With such foresight and agility, a savvy enterprise can not only weather the storm but thrive in the midst of uncertainty, carving out a path to sustainable success.

Diversification

A truly resilient business understands the importance of diversification - in operations, supply chains, and beyond. By broadening their horizons, they reduce their dependence on any single geographic region or resource, effectively insulating themselves from the impacts of climate change. This means looking for alternative sources of raw materials and energy or even exploring new markets altogether. Doing so not only mitigates risk but also sets a business up for sustained growth and prosperity. In today's ever-shifting landscape, a willingness to adapt and explore new horizons is not just smart business - it's essential for survival.

Innovation

A resilient business doesn't just rely on old strategies to weather the storm of climate change. Instead, they cultivate a culture of innovation - one that encourages employees to think outside the box and develop novel solutions to complex challenges. By embracing emerging technologies, business models, and approaches, such an enterprise stays ahead of the curve. They adapt to evolving conditions and identify new opportunities that arise as a result of climate change. Through a willingness to experiment and explore new frontiers, a forward-thinking business can not only survive but also thrive. In the process, transforming adversity into opportunity and charting a path to long-term success.

Collaboration

Resilient businesses don’t just go it alone - they understand the power of collaboration. By working hand-in-hand with other stakeholders - from governments and NGOs to local communities - a savvy enterprise can develop the effective strategies needed to tackle the long-term challenges of climate change. Fostering collaborative partnerships and engaging with relevant stakeholders allows a business to tap into valuable insights and support. In turn, this builds the resilience needed to thrive in an ever-changing world.

In short, the path to success isn't a solitary journey - it's a shared one. It’s built on the foundations of trust, partnership, and the willingness to work together towards a common goal.

Climate-Related Financial Disclosure

The disclosure of financial risks and opportunities related to climate change is known as climate-related financial disclosure. It is an essential tool for businesses to manage their exposure to climate change risks and identify opportunities for growth and innovation. Resilient businesses recognise the importance of climate-related financial disclosure as it helps identify and mitigate climate change risks. It also provides stakeholders with a better understanding of the company's exposure to climate change. Climate-related financial disclosure also helps companies demonstrate their commitment to sustainability and responsible environmental practices, attracting investment from environmentally conscious investors.

Summing Up

Climate change presents significant challenges for businesses of all sizes and industries. However, by building resilience, businesses can effectively adapt to these challenges and position themselves for long-term success. 

If you want to learn more about resiliency in business, contact QED.

Guest Author

Katie Pierce is a teacher-slash-writer who loves telling stories to an audience, whether it’s bored adults in front of a computer screen or a bunch of hyperactive 4-year-olds. Writing keeps her sane (most of the time) and allows her to enjoy some quiet time in the evening before she walks into a room of screaming kids (all of whom she loves dearly) the next morning.

Sprinting towards life after loss.

In this episode of Resilience Unravelled, Jess Keefe, a writer and advocate for mental health and substance use disorders, discusses her personal experience with the issue after losing her younger brother to addiction. She highlights the need for science-based addiction treatment and challenges the stigma surrounding it. The conversation also touches on societal factors that contribute to addiction, including glamorisation of drug use in American culture and unfettered capitalism.

Jess and Russell discuss the conflicting messages in American society, where people are expected to be moral and responsible while being bombarded with toxic advertising. They debate the effectiveness of 12 step programs for addiction treatment, highlighting that it works best when individuals actively choose to participate and the lack of access to addiction treatment options is due to a complex system that prioritises profit over patient care. Effective addiction treatment involves ongoing support, medications, therapy, and social supports such as housing and jobs. The stigma surrounding drug use makes it difficult for people to seek help when they need it most.

Main topics:

•  The issues related to high overdose rates in the US.

• Why early intervention is important to prevent drug abuse.

• Jess own experiences with drug abuse.

• Why traditional forms of therapy, such as the Twelve Steps, are only effective for those who actively consent and want to participate.

• The different forms of talk therapy and medication that can be used to treat addiction.

• Why additional support such as career counselling and housing assistance is also important for sustained recovery.

• Why the current healthcare system is not well-equipped to handle addiction treatment.

 Timestamps:

1. Introduction - 00:00-00:25
2. Personal Experience with addiction - 00:30-03:02
3. Early signs and coping mechanisms - 04:50-10:21
4. Treatment options and efficacy of Twelve Steps - 15:14-17:04
5. Challenges in getting help and support - 21:13-25:04
6. Writing a book and target audience - 26:19-30:18
7. Conclusion and contact information - 30:52-31:52

Jess also discusses her new book "Remind Me 30,000 Steps," which follows her journey through grief after losing her brother. The book is for people who have experienced addiction or know someone who has, explores the psychosocial factors of addiction and drug use while also providing a human story that people can relate to. She hopes the book will help others who have experienced loss or are curious about the issue of addiction.

Action points:

• Learn more about Jess’s work as a writer and editor by visiting her website at jesskeefe.com.

• Read Jess’s book, "Remind Me 30,000 Steps: A Memoir of Sprinting Toward Life After Loss" for a practical and pragmatic insight into the human side of substance abuse.

    You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Adjacent skills. The answer to the skills gap?

With a widening of the skills gap and the on-going talent shortage, organisations are having to adapt their recruitment processes. The days of having people fit into strict job descriptions are long gone, now it’s about finding applicants with adjacent skills or upskilling existing employees who are capable of taking on in-demand roles.

Adjacent skills are skills that are closely related and complement each other through shared similarities. These skills are often used together in various tasks and jobs, and having proficiency in one skill can enhance the development and mastery of another. There are several reasons why an adjacent skills strategy can be effective:

• It can fill a skills gap. By recruiting and developing people with skills just outside what’s required, you can close the gap.

• It’s a cost-effective way to build skills. Training existing employees is generally more affordable than recruiting externally.

• It can help with succession planning. Identifying high-potential employees who can develop the required skills means you can start preparing them for future roles.

There will of course be times when using adjacent skills just won’t work but inflation, the great resignation, quiet quitting and a possible recession means organisations need to stay flexible to ensure that they have access to the necessary talent when its needed. To achieve this, leaders need to connect their people and their adjacent skills with the organisation’s ever-changing needs in a strategic way through well-targeted reskilling and upskilling programmes.

The five rules of failure

Andrew Thorp King is an executive fintech banker, spy novelist, speaker, punk rocker, podcaster, ex-bodybuilder, cigar lover, and serial entrepreneur. He founded two independent record labels, Thorp Records and Sailor’s Grave Records, and has invested in many spaces, including online lending, fitness, lead generation, and independent music.

He is also a serial failure. Many people see failure as a single cataclysmic event but the definition of failure is a lack of success. It doesn't meet you’re finished forever it just means that whatever you've done hasn't been successful. There is a lot of drama about failure but it's really the best chance we have in our lives to learn.

Andrew thinks that failure sucks but that after that it rules. It’s something we want to void but if its unavoidable and part of the parcel of doing something that is difficult you need to predmeditively think about how you handle, leverage and optimise failure when it occurs. In his book Andrew outlines his five failure rules.

1. When failure happens it can purify and in that empty space its burns off something that needed to die, an old way of thinking, being or doing. The phoenix can emerge. Handled correctly you can become an objective observer of the failure and then take the experiences and gain from it – you’re not just resilient but more than resilient.

2. Nothing is safe. The impediment to living a bold courageous life in line with our true calling is clinging to safety. This doesn't mean taking unnecessary risks but placing safety first means it is probably something that will inhibit you from doing what you should be doing.

3. Money is spiritual. Used properly money is a tool. If you avoid greed and envy it can be a measurement of your usefulness in the world and also how you measure your thankfulness to others.

4. Build thing 1 and thing 2 dependency. This is the scaffolding, stable structure or platform that enables you to get where you want to be. You can’t just go head on with your dreams, you need structure to get there.

5. You are not your failure. You need to remove failure from yourself as failure is often something we cannot control.

Failure and success can be defined in many ways. We are all constantly evolving and failure is part of the journey. People often don't even know what success looks like for them because it is different for everyone. There is more than one indicator of success and Andrew defines success as finding a way to join yourself with your calling, by identifying and using your talents to their highest impact not necessarily monetary.

Many people feel a unique calling means you need to be an entrepreneur but that's not necessarily the case. Not everyone is cut out to be an entrepreneur and we need to understand our success to know our limitations. The challenge is the comparative aspect.

You can find out more about Andrew at https://www.andrewthorpking.com/

   You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

5 Crucial Roles of Leadership in Forging Effective Communication Among Remote Tech Teams by Bash Sarmiento

The pandemic gave rise to remote work, and people have embraced it because of the flexibility that comes with it. However, a challenge that organisations have to deal with is team communication. Tech companies especially are struggling to maintain collaboration and communication within the teams. In the remote tech industry, effective communication is crucial to deliver the project on time, and to ensure the tech teams stay aligned and connected throughout, even when they are miles away.

It then becomes the task of the leader to forge effective communication among remote tech teams to keep everyone on the same page. A strong leader should not only promote clear communication channels but also encourage collaboration and work towards a common company objective. In this article, we will discuss the best ways to improve remote team communication and five crucial roles of leadership in forging effective communication among remote tech teams.

Set clear expectations:

When tech teams are working remotely, it becomes crucial for leaders to set clear communication expectations. Leaders can make use of communication channels such as email communication or work messaging apps such as Slack that promote asynchronous communication within the team. Leaders have to be vigilant and hold daily standups to share work updates and regular progress.

These communication channels help employees understand company goals and keep them aligned with these goals. Team leaders can enable a positive and open work environment that encourages open dialogues and collaboration between remote tech teams.

One important thing is ensuring that the team leaders communicate clearly about meetings, project deadlines, and protocols for reporting progress regularly. This helps team members stay organised and productive and enhances communication without hassle.

Make use of technology:

As the world has gone digital over the last few years, modern technology has made its mark in almost all fields of life, from business to education and more. Even in remote work, technology allows us to be more productive while reducing our workload. For remote tech teams, leaders can help improve communication by encouraging the use of modern technology.

Technology can help automate communication processes which, as a result, saves us a lot of time and resources while increasing efficiency within the remote teams. For example, automated email responses about project deadlines or meetings can be sent to team members as reminders.

Moreover, with apps like Slack, Trello, or Google meetings, team members can easily communicate, share screens, schedule meetings, share ideas, get inspiration, and collaborate on projects. More tech advancements such as cloud storage and remote access software help store project information on cloud technology, and members can access everything remotely. Hence, both team leaders and employees can have access to updates and project progress that enables them to become more productive and efficient.

Build transparency among the team:

Transparency is crucial in remote work settings, particularly in the tech industry. When team leaders build a transparent work environment, it gives them several advantages such as:

• Build trust by putting efforts into creating open communication.

• Encourage open dialogue so that employees can share their thoughts and ideas.

• Reduce conflicts and creates a harmonious workplace setting.

• Improve the decision-making process as transparency gives employees a better understanding of the reasoning behind decisions.

• Enhance accountability about actions and decisions of team members and leaders alike and improves manager engagement. 

Leaders must be transparent, open, and honest during communication and promote it to build trust within the remote team.

Provide consistent feedback:

Providing regular feedback plays a huge role in forging effective communication within remote tech teams. The team's overall progress toward the project's goals should be tracked, as well as the progress of individual team members. Leaders should also encourage team members to provide feedback on their work and identify areas for improvement.

By doing so, any problems may be found early on, and the project can avoid delays or obstacles. This will encourage communication and allow for a more productive and efficient work environment.

Foster a positive culture.

Finally, leaders must foster a positive culture within the digital workspace of the tech teams. This can be achieved through team-building activities, virtual social events, and encouraging team members to collaborate and work together. Additionally, leaders should recognize team members' achievements and provide opportunities for professional development. Fostering a positive culture can help keep team members motivated and engaged, enabling them to work more effectively as a team.

What to Avoid When Forging Effective Communication Among Remote Tech Teams?

• Never try to micromanage your tech teams. Use communication apps and software to set expectations and create to-do lists and let your team do the work on their own.

• Don’t ask for constant communication, as it can shift the focus from work. Instead, use an asynchronous communication approach for remote tech teams.

• All communication should be for a specific purpose. Don’t send useless messages and expect the employees to communicate.

• Don’t forget to time meetings and speakers to prevent taking up too much of your teams’ time.

Conclusion:

Effective communication is the most important factor in determining remote tech teams' success. Leaders play a crucial role in forging effective communication for remote tech teams. The above-mentioned leader roles and strategies help remote teams to collaborate, stay productive, achieve project objectives, and communicate effectively.

 Guest Author

Bash Sarmiento is a writer and an educator from Manila. He writes laconic pieces in the education, lifestyle and health realms. His academic background and extensive experience in teaching, textbook evaluation, business management and traveling are translated in his works.

Choosing joy. The life we should be living.

Connie Monroe left corporate America in 2012 and now runs her own coaching company where she helps people get through big life events. Connie had no plan to work in finance it was something she just fell into. Having put herself through university she had a lot of student loads to pay back and her cousin was working in large company with lots of vacancies. It was the dot.com boom and she thought she’d go there and then figure things out.  She didn't enjoy the first three years at all but she then became a manager and her role changed. She was actually managing people which she started to enjoy.

 She was working in client services and she came to realise that many people went into those positions for other reasons. She had fifteen people in her team and at least ten of them were there for other intensions - they wanted to go the trading floor, wanted to get into HR or didn't want to be processing every day. The other thing she found was that after two or three years people were getting lazy. Her question was why are you still here, is there a way we can we help you to move on? The most satisfying thing for her was to help someone move on and bring someone new in.

People get stuck for many reasons but life is not a rehearsal and there is no reason to not be happy doing what you’re doing. As a manager, if your people aren’t happy they are not going to do good work. Connie stayed in her role for sixteen years because she enjoyed trying to help other people through coaching and personal development. Eventually though she realised she needed to find a way out for herself. She hired her own coach in 2011 and had a session once a week for about twelve weeks. Her coach came up with some different scenarios, the favourite being to combine her love of writing with her love of mentoring to write a book.

Since that time the online sphere has really boomed and now allows us to do far more things online. Most of the people she now helps are in a career transition and she uses her Joy Method which asks where are you on your journey and what is your relationship with others. After you look at those two things, you can look at you and how you fit in.

Connie feels she had very good role models in her life. Her mother brought her up after her father left when she was nine. Her mother went back to school to become a nurse so was a huge hero to her. She also had a cheer leading coach who really believed in her so she had people in her life who put her on the path to help other people. When she came out of university, she worked with a headhunter who tried a lot of different things for her including fashion and publishing but told her the one industry she wouldn't put her in was finance. When Connie told her that was what she was going in to she was told she would be miserable which of course she was. 

Connie now lives in Costa Rica with her partner who she has been with for eighteen years. When they were dating in 2007 they went there on vacation and really loved it. They kept comparing it to everywhere else and in 2008 an opportunity came up to work there for a while. They brought a house there in 2012 and over time spent more time there until they moved there permanently in 2017.

Some people never have a sense of awakening but if you’re not happy to get out of bed and face your life then it's a sign you’re stuck. People can throw themselves into their professional life because they’re not happy in their personal life whilst others seem externally happy but know something is missing or not quite right. Some people never realise it but if you’re on the wrong path something will be tapping on your shoulder.

Often what brought you joy as a child has a thread that keeps you going back. It can be something really obvious. One of Connie’s friends was very ill as a child and now works in the medical field. There is a feeling that we should be somewhere else and if you keep this down for a number of years your brain will eventually start telling you that its OK, this is where your comfortable. However, if you start telling it I need to find a way to get out of here it can be a lot better. Most of us are living a fraction of the life we should be living.

You can find out more about Connie at http://monroecoaching.com Her book is ‘Holding onto Joy Through Abandonment & Divorce’

   You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions. 

The challenge of working in a family business

David Bentall is based in Vancouver and has really has two careers. The first was following his father and grandfather into the family real estate and construction businesses where he rose to be the President of Commercial Construction. However, as can happen with family businesses, things went sour when his father and two of his brothers fell out and the business was sold. Since then, David has become an author and consultant, using his to help other families to get a better result.

Family businesses are the backbone of the global economy. One of the biggest challenges they face is the relationship between different aspects of the business, the corporate role/personal relationship or the owner/employee. David was only an 8% owner of the family business but he wanted to put his ownership hat on all the time. On reflection, he realises that he needed to learn to use his employee hat more often. There is also the relationship between the founders of the business, the 2nd generation who drive things forward and then the 3rd generation where often things start to go wrong. There is a lot of background evidence around the ideas of succession and moving the business forward. Bringing new ideas on board can be difficult because of the power dynamics in a family business.

One of the critical dynamics of a family business is to manage relationships. Before you manage businesses, you have to manage yourself. David is very interested in the role of Emotional Intelligence as a catalyst for better relationships. He thinks that if he had been more patient it would have made a difference in his relationship with his family. He thought being impatient was a virtue, he was a young, driving executive who wanted to make things happen but making things happen destroyed his relationship with his uncle. The two characteristics David thinks would have made a difference are more patience and more humility.

Many people come into a family business as part of the succession plan and never work anywhere else. David feels they need work outside of the family business to gain some perspective. He worked for two years for an outside company and found there were many advantages but the main one was to develop credibility with both non-family employees and with other family members.

Working with an outside company helps develop different skills such as dealing with people.  You might not like other members of your family but they might be good at driving the business forward.  Skills need to be developed and it’s good to get genuine feedback from other people about your performance. At one point David had a mentor who would ask all eleven of the vice presidents working for David what things he had done badly recently.  He would then back and they would sort it out – in other words he got the real world thrown in his face twice a year!

The role of ego is also important. David played sport at college so he learned how important it was to be self-confident as an athlete but right beside this is pride. When he was brought into the family company he had a very inflated view of himself and this was further fuelled by his father who wanted him to become president. He could see no wrong in David and as he was the largest shareholder and president of the board it allowed David’s confidence in himself to undermine his willingness to admit he didn't know everything. Arrogance and pride can be an enormous problem and he thought he had all the answers.

There is a balance to be had between confidence and assuredness and arrogance and obstinacy. Sometimes wisdom brings that to the point of fruition. Wisdom comes from making mistakes - you can be wise and 20 or 60 and not wise at all. In his 40s David took up competitive water skiing and he was often nervous before an event. He told his coach that he wanted to be more self confident but the coach said that wasn’t the case, what was needed was to be confident in the process. There is a difference between focusing on doing the right things and thinking you are always right.

In some family businesses things are left to chance, things are not written down, not made clear about how things are set up and meant to work. There is an implied trust that everyone is working together but this is a dangerous assumption to build a company on. Family members are not always loyal and can decide not to work together. They don't always get on well and one person can turn against the rest of the family is they feel there is something to gain. Family bonds are more personal and can be more vicious. 

You can find out more about David at nextstepadvisors.ca David is also an author and his book, Dear Younger Me: Wisdom for Family Enterprise Successors explores the character traits critical for navigating the interpersonal demands of a family business enterprise.

   You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions. 

Leading in the hybrid world

For large numbers of people working wherever and whenever they want is now a reality. However, whilst increased flexibility and reduced commuting times are a positive for employees, leaders are dealing with the reality of a hybrid working model.

Leading a hybrid team can be complex. Leaders have to create a collaborative, cohesive culture that merges remote workers with office-based teams. They need to maintain consistently high performance and productivity and deal with interpersonal conflict. They also need to engage and develop talent, lead and support change initiatives, establish goals and priorities and create a sense of inclusion and belonging.

Leaders need to focus on:

1.     Communication: In a hybrid workplace, communication is more important than ever. Leaders must ensure that all team members feel included, informed, and engaged, regardless of where they work. Regular communication channels should be established, such as weekly team meetings, daily check-ins, and virtual office hours. Leaders should also make an effort to communicate in multiple formats, such as video calls, emails, and instant messaging, to accommodate different working styles and schedules.

2.     Flexibility: The hybrid workplace requires leaders to be more flexible in terms of work schedules, work arrangements, and deadlines. Leaders should be open to accommodating different work styles and preferences, and be willing to adapt to the needs of their team members. They should also provide the necessary resources and tools to enable remote workers to be productive and successful.

3.     Trust: Trust is a key component of effective leadership in the hybrid workplace. Leaders must trust their team members to work independently and manage their time effectively, while also being available for collaboration and communication. This requires clear expectations, open communication, and a culture of accountability.

4.     Inclusion: In a hybrid workplace, it's important to ensure that all team members feel included and valued, regardless of where they work. Leaders should be proactive in creating opportunities for team building, such as virtual social events and team-building activities, to foster a sense of community and connection.

5.     Technology: Technology plays a critical role in the hybrid workplace, and leaders must ensure that their team members have access to the tools and resources they need to be productive and successful. This includes providing remote workers with the necessary hardware, software, and training to use technology effectively, as well as ensuring that in-person and remote workers can collaborate seamlessly.

6.     Feedback: Providing regular feedback is essential in the hybrid workplace to ensure that team members are on track and achieving their goals. Leaders should establish a regular feedback schedule and be proactive in providing both positive feedback and constructive criticism.

Overall, effective leadership in the hybrid workplace requires a combination of clear communication, building trust, flexibility, embracing technology, and creating a culture of inclusivity. With these key aspects in mind, leaders can effectively manage and guide their teams and achieve their organisational goals regardless of where they work.