Boris Johnson's attempt to apologise for attending a Downing Street party during last year's lockdown is a timely reminder about the gulf between making a formal apology and being genuinely sorry.
Clashing expectations are the main source of conflict in almost any relationship. And nowhere is that more true than with the intercultural challenges of diverse teams.
There is one factor that can be lethal for remote teams that usually isn't a problem when everyone is in the same place. That invisible killer is exclusion.
Every animal depends on its heart for its existence. Organizations do too, except that rather than a multi-chambered muscle, they rely on leadership, managers and flows of information.
Bringing together a group of smart, creative and driven people doesn't mean they'll instantly work in sync. In fact, most cross-functional teams are dysfunctional in one way or another. Here are some ways to address that.
What's more important: that people are working on exactly what you want them working on at that exact moment, or that important tasks and outputs are done on time and team goals are met?
As the UK's furlough scheme comes to an end after 18 months, how can organisations help people facing the anxiety of returning to the office after an extended time away from the working environment?
As we design the "next" workplace, we need to shift our focus from where, when, and how employees perform their work, to they want to perform it.
It's harder to get things done on a diverse team. But with moderate to high levels of cultural intelligence, diverse teams can outperform homogeneous teams in a number of important ways.
At a time when the role of the manager has arguably never been more challenging, we are starting to re-evaluate what 'management' really means.
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