The phrase transition plans, change in control, new leaders at the top, assimilation, and onboarding have dominated the media since January, as changes in governments’, corporations’ and other organizations’ leadership occurred.
ALULA is conducting a survey of business leaders across many industries to analyze and understand the impact of the various changes in work environments on employee performance. And we are asking for your participation.
Virtual conferences, in some form, are here to stay. And they come with unique challenges and benefits. With that in mind, ALULA developed a checklist of how best to prepare for—and engage in—virtual conference activities. These will ensure you get the most out of the experience—and hopefully you avoid some common pitfalls that may occur with this new way of engaging in virtual events.
Join ALULA's Martin Scott, Principal Consultant as he guides you through seven important steps to creating and delivering engaging and informative presentations.
There is a time-tested military leadership best practice that is known by the mantra; “Officers eat last.” It is reflected in what Simon Sinek described as a “circle of safety” that exists in high performing organizations so that all members will feel safe and secure and able to focus on battling external challenges and “seizing big opportunities” as a team, rather than worrying about internal conflicts and threats. That safety net is established by supportive leaders; those who put their people first and who will make personal sacrifices for the good of their teams.
Leaders planning the return to workplaces for employees who have been required to work from home (WFH) because of the COVID-19 pandemic, are finding they will need multiple working arrangements to keep their businesses thriving.
Whether returning to the office all at once, in staggered shifts, using split schedules, or maintaining WFH for some or all, leaders will need to be flexible and adapt their behaviors and management skills to deal with the fusion of the unique cultures attributed to each of these ways of working. Complicating the situation further are the still-to-be-determined cultural norms for how to behave in a socially distanced work-world.
Whether intended or not, teams working remote feel the need to be virtually present all the time. This desire to be visibly productive to their leaders and colleagues is creating longer than necessary work days and a lack of attention to personal priorities.
You athletes will probably laugh at this but humor me – there is a point – and it’s a true story!
When I was in basic training I was not much of a runner. We were doing our final test - a seven-mile run, and I was struggling at about the 5-mile mark when my instructor came up beside me and said something to me that I have never forgotten. He said; “I can see that you are getting tired and you have quite a ways to go” Then he said, “Don’t think about the end; instead just keep putting one foot in front of the other one.”
Personal Reflection: Staying engaged while being new and virtual.
Anh Vo joined ALULA at the beginning of 2020 and was progressing through her onboarding when the whole world changed. Onboarding to a new company is challenging in itself. But onboarding during a pandemic is especially challenging. These are Anh's thoughts on making virtual onboarding work.
January ended on an immense high note: I was joining a new company and a new team! I was really looking forward to getting to know everyone and learn about the organization, as well as my place in it. Things were progressing as planned. I got to attend the annual company meeting (in beautiful San Diego!) and meet everyone from all over the country. I traveled to the company headquarters for an onboarding session and met with colleagues. The usual onboarding activities, as expected.
As we practice social distancing, we are also practicing new ways of working together. But even as we are keeping our distance, we still need the social part! I don’t know about you, but I miss the chats during coffee breaks, going to lunch with my colleagues, or just stopping by their desk for a quick check-in. All those small interactions that we took for granted are now sorely missed.
We know that high-performing teams have two strengths: productivity (alignment, accountability, efficient decision-making), and positivity (trust, camaraderie, clear communication). Unfortunately, when we are in a virtual environment, all we can see or measure is productivity—what we accomplish by day’s end. It is easy to overlook the positivity part—the human connection—which is what really drives employee engagement. Our daily human connections are as vital to productivity as doing the task itself.