We have been to a lot of corporate all-hands, gatherings, conferences, and un-conferences. Some of them have been incredibly well-run. Some of them have been a rolling shit-show. But holy shit what if you did this?
Read MoreThere is some design work to do if we want to build new connections, and rebuild the ones we miss.
Read MoreWe tell bosses that if they choose management as a career, every aspect of the human condition will at some point show up for someone they manage.
Read MoreYours can be a team where people's humanity has space to coexist with, and even outrank, their productivity. It's worth building that. We're all going to need it.
Read MoreYou can't outsource interpersonal connection to the interns, and your team can't outsource it to you.
Read MoreStaring down a difficult reality and finding your way to acceptance is hard enough. But having a manager conceal that reality from you makes acceptance impossible.
Read MoreLowering your shields enough to get to real questions is the hard part. But once you have those in hand, there are still a few other mistakes to avoid.
Read MoreWe don't need it to be all doom and gloom. But what does it mean when there's no longer space to talk about what's working and what isn't?
Read MoreFor many bosses, it's clear that the more you look and talk and vibe like Elon, the more permission you'll get to be capricious and abusive and cynical.
Read MoreThe bullshit is supposed to be in service of something. Ideally, say, work that you're proud of, whose impact matters to you, and which allows you to live a life you enjoy.
Read MoreAccountability is a big, heavy word. It manages to be about management, and feedback, and operational excellence, and culture all at once.
Read MoreSo here we are. Faced with this disastrous ruling. And it makes us wonder: how coherent are your organization's actions on this one? We heard about the relocation policy, what other actions are they taking? Do they line up?
Read MoreAnywhere your senior leaders are not giving their full-throated support to a thing, you should be prepared for a clapback.
Read MoreWe're hearing from the bosses and people and culture teams asked to implement the Bums-in-Seats directive. Even when they, themselves, are skeptical.
Read MoreFaced with that blandness, a lot of leaders are pushing back-to-office plans. They have nostalgia for the flavour of a packed and humming office, and feel like if people would just get back in there, it would fix things.
Read MoreIf we're right about this prediction, the amount of energy coming at you is going to be intense. The question to ask is: do you have somewhere for that energy to go?
Read MoreToday, our second book comes out. It's an ender chest. It is a full year of these newsletters, from the first lockdown to the anniversary of those lockdowns. It is a place to put down some of what the past 18 months have felt like.
Read MoreCan we get to a place where we start to reimagine the thing? Whatever the thing is that you miss, you can reinvent it without starting from zero. Pay attention to the ache of the thing that's missing. What was important about it?
Read MorePeople who are frustrated. Sharp. Daring someone to call them on it and spoiling for a fight. If you're managing a group of people, you see it in slack messages. The passive aggressive ones. But also the aggressive aggressive ones.
Read MoreEvery company is a community that needs rules. And, as bosses, making the rules of engagement clear is our job. That's true whether your company is remote, in-office, or a mix of the two.
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