Innovation- Invention – Collaboration                                       Image by mohamed Hassan from Pixabay                                                           Article by Roger La Sallewww.innovationtraining.com.au & www.matrixthinking.comPublished 2nd May 2020 Open Innovation, the term used when companies and people literally open their problems and issues to the world looking for advice and solutions is possibly the most obvious form of collaboration. There are a lot of issues with this so called open innovation model, a prime one of course is ownership of IP. This has the potential to be a minefield if not properly understood and managed. However, before we go too far down the path of collaboration and open innovation it may first be useful to agree on what we even mean by the word innovation. Innovation, a word that seems to have been corrupted by so many, achieving nothing more that turning the simple into the complex! It can be argued that Innovation is the basis for all things new andContinue Reading

Synopsis of an Article from HBR by Maura Thomas, Published 14th May 2020 Maura Thomas is an award-winning international speaker and trainer on individual and corporate productivity, attention management and work-life balance. Synopsis: Remote work in the current world (affected by the COVID-19 pandemic) naturally leads to flexi time. Different employees will get work done at different hours, some will need to work around having children at home others will work longer hours. The downside of the ‘always-on’ environment is that it drives burn out and once this way of working is established in company culture its very difficult to change and reset later on. This article goes on to explain that you should ‘address the problem head-on’ make it clear on the workday expectations of employees and what is definitely not expected. Further provide clear guidelines about which communication channels to be used for which situations. Email should neverContinue Reading

Article from KelloggInsight by Mark Zarefsky based on insights from Carter Cast, Published 7th November 2018 Cast, the author of The Right (and Wrong) Stuff: How Brilliant Careers Are Made—and Unmade, refers to people who have become complacent and resistant to change as “Version 1.0” employees who tend to lack curiosity, avoid taking risks, and want things to stay the same. Indeed, in the modern work environment, failure to adapt can be lethal. “You have to find ways to stay fresh, especially in this day and age with the massive rate of change in technology,” Cast says. “Disruption is everywhere.” So what steps can you take to keep Version 1.0 tendencies from interfering with your career progress? Cast offers five tips. Understand the New Job – its important to remember that what worked in your old job and got you promoted is not a guaranteed success formula for the new job.Continue Reading

Article from LinkedIn by Natalie MacDonald, Published 21st May 2020 On this episode of the LinkedIn Video Together In Business, Insurtech founder Ben Webster, Inspiring Rare Birds CEO Jo Burston and COSBOA chief Peter Strong join Natalie to talk about managing and supporting teams during the crisis. Together they covered: Tools for maintaining and building culture How to approach letting people go The benefits of honest and transparent communication, and making teams feel like part of the conversation How to talk to workers about heading back to the office Skip straight to watching the video on the link below. https://www.linkedin.com/video/embed/live/urn:li:activity:6669054004816818176 Originally published here: https://www.linkedin.com/pulse/food-thought-leadership-crisis-times-natalie-macdonald/Continue Reading

Article from Gallup by Jim Harter, published 1st May 2020 This article focuses on three key areas In three weeks, the percentage of US remote workers jumped from 31% to 62% Returning employees will be influenced by many factors Your remote work policies and decisions will affect employee engagement A key Gallup Research finding has been that more than half those surveyed would prefer to continue working remotely as much as possible once restrictions are lifted. There is a complex relationship between ‘remote work’ and ’employee engagement’. Employers with remote work options have the highest employee engagement. “This does not mean that high or low engagement is guaranteed in any situation. The right approach to performance development is key to optimising the employee experience, performance and wellbeing, in all situations.” https://www.gallup.com/workplace/309620/coronavirus-change-next-normal-workplace.aspxContinue Reading

Article from Inc. By Suzanne Lucas. Published 12th May 2020 “Working from home can cause a different kind of burnout. One where you don’t know when work begins and ends, and where you never really have any time off. You’re always at the office, so therefore you are always working.” This article provides some practical advice for managers on how to be supportive. It’s almost never an emergency, so don’t play that card unless it really is. Maintain an office like schedule – make it clear what expectations are and that employees are not expected to respond to messages at all hours day and night. Communicate frequently to keep everyone up to date – its much less stressful to know what is going on than to sit and wonder what is coming next. Read the whole article here: https://www.inc.com/suzanne-lucas/your-work-from-home-employees-are-burning-out-you-can-help.htmlContinue Reading

Article from HBR by Mark Mortensen & Constance Noonan Hadley, Published May 22, 2020 Before CoVID-19 there was no playbook on how to transition a team to 100% virtual (in a matter of days), no one has ever done anything like this before. Yet this year its been done by companies all over the world and some found their Business Continuity Planning (BCP) had some gaps, some teams and individuals have found the transition easy and successful other found it extremely hard. This article points out that Teamwork has Gotten Harder – having a sense of the connectedness across teams is crucial. “Teams that have unclear missions, inconsistent social norms, low common identity, unclear roles and unstable membership – are recipe for team disasters.” The result a lack of productivity, low levels of engagement and frustration. Mark & Constance offer some guidance. Start with Triage – identify the critical teamContinue Reading

Scott Eblin of the Eblin Group talks about what it means going into the next phase, how we live and work in in the new CoVID-19 world. Its a phase of transition as we get used to what is next to come the new normal. He talks about three ways help lead your organisation to transition into phase 2 and be prepared for the new normal. Firstly change agenda’s from “To Do” to “What If?” – its about giving your team the mental space to re-imagine the why, what and how of work in your company. Next “Cast a Broader Net” – no one has all the answers right now, reimagining what the future looks like is going to require that you consult widely with partners, customers and other experts inside and outside your company. Finally he refers to “Gather Data and Run Small Tests” this is a world ofContinue Reading

Three Star

Wally Brock writes on the blog Three Star Leadership that life as a leader brings plenty of ups and downs and a journal is a useful tool that can help you bring it all together. Get a Little Better Every Day – its a record of your leadership life chronicle your events at the end of the day and your journal helps you learn from previous experience. Stay Focused on Your Goals – Goals help concentrate your energy and set your priorities, set yourself a list of what you want to achieve each day. Learn to get better at managing your own priorities. Reflect – a journal lets you capture your thoughts, use them to help you go back and learn about yourself. Think Things Through – write your problems down – it helps you clarify your thinking before you share it with others Analyse Trade-offs – use the BenjaminContinue Reading

Increasing organisational resilience in the face of CoVID-19. A perspectives piece from Deloitte providing insights for organisations to explore new ways of working. The Deloitte team describe a series of actions that organisations can take to enable resilience and maintain virtual business operations. Firstly respond to the virus. This requires two approaches, a Human Centred Response and a Organisational Preparedness response.Human Centred is to engage with stakeholders creating tailored solutions that meet specific needs of each impacted group. Promote virtual work, use tools that support collaboration productivity and culture continuity. Own the narrative through strong and consistent communication. Increase support for help desks, that help those with different levels of digital fluency. Drive customer communications, create or enhance customer support channels to manage and overcome potential temporary disruptions. Organisational Preparedness (or Crisis Management) should Institute a Central Response Team, Monitor Regulatory and Health Updates, Assess Market and Financial Impacts andContinue Reading