Reams of bits and bytes have been written about the risks of returning to the office and hybrid working, for instance, mental health, inclusion, presenteeism and ‘who moved my desk?’ worries. I would like to highlight the risk to a group that has not had much attention during the pandemic – the global teams in
If this equation was in MS Excel, I would receive a circular logic error message: Past travel => Global identity => Less future travel So you need to travel in order to travel less in the future? Basically yes. Researchers found that former globe trotters can help with climate change under the following conditions. Past
This article was originally posted on the Center for Advancement of Virtual Organizations Psychological safety has been a popular concept in the business press lately, particularly after the Google internal study of teams highlighted this as a key characteristic of high-performance teams. Many managers ask – how do we foster psychological safety, particularly in a virtual team?
“During the pandemic, our Company Purpose has strengthened,” explained an HR Director of a multinational consulting firm with more than 20k employees. I nodded, knowing that this could be a result of virtual working. I have focused on virtual collaboration since 2013 and know how the team or organizational purpose is essential when working virtually.
As we review and give labels to 2020, I nominate Year of the Remote Leader. During 2020, the number of leaders of remote teams increased exponentially, as many tried to determine what that meant. The first phase felt like whiplash as leaders tried to locate their team, ensure they were ok, and learn how to
