Every leader or business owner wants to see more productivity, but there’s no set formula for achieving it. Productivity comes from a blend of an engaging culture, effective relationships, and being able to manage both time and stress. What’s more, creative people tend to need to be together to collaborate - and that’s something remote working has largely prevented these past few months.
No one wants to leave a job they love because of burnout. Yet sometimes this feels like the only way out, despite the risks to career and finances. However, some people do recover - and do so while staying in their roles. For those that don’t succumb to burnout, how do they manage this and what advice can others take from this experience?
Creativity and innovation tend to fuel rapid business growth. Whether it’s ground-breaking design, new technology or a reputation for creative excellence - it can attract an influx of new business and new people. Add entrepreneurial leadership to the mix and things can really fly.
Is it really possible to solve unconscious bias in organisations? We are often asked this question. We commonly team up with specialists in diversity, equity and inclusion to assist in cultural change programmes designed to do just this. So yes, we believe there are ways to address and manage unconscious bias - both in ourselves and in others.
Creative people are often complex, and come with complex issues. It’s part of what makes them great at what they do - but not always easy to manage. Getting top creative talent to work well together calls for an understanding of their motivations and their behaviours.
By creative, we mean truly innovative people and while we tend to think of designers, it also covers professions like architects, product developers and content creators - roles that produce the exceptional work that defines an organisation.
This is a common dilemma we hear from many excellent CEOs. They are stuck in a conflict between caring for their staff and wanting them to deliver. That’s probably why we are often asked ‘What is the sweet spot where people are performing at their best without negative consequences for their wellbeing?’.
The impact of COVID-19 has presented many people with unexpected professional and personal challenges. In just a few weeks, the landscape of work and life has changed in ways that are yet to fully unravel.
While lockdown and furloughing have been an uncertain time, it’s also created the space to reflect on the lives we lead. How will we cope with the return to work pressures but also find the time to pursue possible new directions?
As organisations return to work and take stock of the past few weeks, the conversation is shifting from ‘how to work at home during lockdown’ to ‘what remote working will mean to the future remote based organisation’. It’s a far reaching strategic issue.
How do you maintain pace and quality of work, without burning out your staff? It’s a concern expressed by many people we work with in innovative, creative, and high pressured environments.
Many of us take stock of our careers at some point in our working lives, and not surprisingly, the impact of COVID-19 is proving to be a catalyst for change. Concerns for personal safety and worries about what may happen to job security are causing large numbers of people to re-think their careers.
The government has issued a ‘conditional plan’ to ease the lockdown which contains some guidance on returning people to work. People who cannot work from home should return to the workplace from Wednesday but avoid public transport. More detail is to be added but the call to return to work, for some sectors at least, has raised safety concerns.
Motivation is often talked about, much researched, and prized goal of many leaders. Research shows it can provide a measurable competitive advantage, improve creativity, raise employee engagement levels as well as adding bottom line profitability.
