We only know one thing for sure about post-pandemic workplaces: They will be different. Writing in the Harvard Business Review, Laura Empson, professor at London’s Case Business School and Jennifer Howard- Grenville, professor at the Cambridge Judge Business School, define this pandemic as a liminal experience, an “in between” occurrence that disrupts normal life for a prolonged time and from which those who have survived return transformed. Such experiences are disturbing, but “also represent potent opportunities for reflection, discovery, and even reinvention.”
In the post-Covid world, leaders should not try to recreate their pre-Covid cultures, say the authors. Since people will return with unanswered questions and potentially incompatible expectations, leaders need to recognize this and consider how to respond. They suggest steps leaders can take now to prepare their organizations to emerge stronger in the post-pandemic world.
How do you think your workplace might alter after the pandemic, and how do you
plan to sustain the best changes? To join the conversation, click "comments" above.
Employees in high-trust organizations are more productive, more energetic, collaborate better, suffer less stress and stay with their employers longer. So affirms research conducted by Paul J. Zak, founding director of the Center for Neuroeconomics Studies, Professor of Economics, Psychology, and Management at Claremont Graduate University, and CEO of Immersion Neuroscience. Writing in the Harvard Business Review, Zak identifies eight measurable behaviors that foster trust:
“Ultimately,” Zak says, “you cultivate trust by setting a clear direction, giving people what they need…and getting out of their way.”
Does your organization inspire trust, and how does that affect performance? To join the conversation, click "comments" above.
Anxiety about public speaking may be so universal because it is “baked in.” Harkening back to prehistoric times, the brain’s amygdala, a kind of panic button, activates when we perceive we are being watched. The solution, says Sarah Gershman, president of Green Room Speakers and a professor at the McDonough School of Business at Georgetown University, is to turn our attention away from ourselves and toward helping the audience.
Writing in the Harvard Business Review, Gershman offers advice on shifting from a self-conscious mode to a generous one:
“We know the power of generosity to give us a sense of fulfillment, purpose, and meaning,” writes Gersham. “Generosity is just as powerful in speaking. It turns a nerve-wracking and even painful experience into one of giving and helping others. A generous speaker is calmer, more relaxed, and — most important — more effective at reaching the audience and making the desired impact.”
What is your greatest concern when you speak in public, and why? To join the conversation, click "comments" above.