The novel coronavirus crisis has put a whole new spin on “think global, act local.” There is a lot to be learned from how companies around the globe are reacting with respect to people, processes and business.
Some crises are sudden and explosive, and some can be seen materialising from a distance, yet can’t be stopped for various reasons. No series on crisis management is complete without at least a word on the most effective way to manage a crisis: prevent it from happening in the first place.
Running a business is not easy. There are a number of variables floating around on any given day that can affect how things flow. Having policies, procedures and rules in place, and hiring smartly helps the business grow with lesser snafus. Yet, there are ticking timebombs!
No climb up the corporate ladder is without innumerable assessments and feedback sessions. Now that you’ve made it to the upper rungs, you may find that less feedback and criticism is coming your way. One of the perks of being the top boss, right? Or is it?
As organizational psychologist Adam Grant puts it, “Big groups are where creativity goes to die.”
We’ve all heard the saying about too many cooks. It's time to admit that brainstorming is not all that it is cracked up to be.
This is a post inspired by our new favourite read: "Radical Candor" by Kim Scott, a NY Times bestseller.
Kim Scott brings her vast experience building teams at Apple and Google to segment the different kinds of bosses and pin down exactly the kind of boss one should aspire to be.
Workplaces value and promote collaboration within teams, but in many cases, expectation does not meet reality. Teams may not demonstrate the expected levels of cooperation.
Or they may start out well but not sustain the momentum over the natural course of a project. We look at some of the pitfalls and some successful strategies to sustain and enhance collaboration among teams.
All the best-laid plans only last as long as the first domino falls. In teams, even one person lagging behind or feeling unengaged can pull the whole collective down. Needless to say, teams that communicate well have the best chance at thriving. Collaboration in teams is only possible if every stakeholder is ready to share and delegate effectively.
Workplaces value and promote collaboration within teams but in many cases, the expectation does not meet reality. Teams may not demonstrate the expected levels of cooperation and teamwork. Or they may start out well but not sustain the momentum over the natural course of a project.
What can you do to help?
This December, RainKraft turned four.
Four years of doing meaningful work, supporting individuals and companies alike with learning strategies, content, coaching and consulting... the heart is full. This year also marks the completion of two years since we started the RainKraft blog. We love digging deep into one idea, looking at it from different perspectives and keeping it simple for you.
Simply put, employee engagement is the precise opposite of “physically present, mentally absent.” It means that employees are happy with their role, productive, and present in the here and now, with all their faculties engaged and focused on work.
So, why does this feel like such a big ask most of the time?
“The Intern,” starring Robert De Niro and Anne Hathaway is one of the most telling movies about diversity in the workplace in our times. De Niro, a retired former executive, joins Hathaway’s furiously growing, millennial-powered eCommerce startup through a “senior internship program.”
What could go right?
We recently talked about the pain value of a bad hire, and what steps you can take to fix it.
Let’s talk about getting hiring right at an organisational level. Agreed, Human Resources is there for a reason, but when is it beneficial, or imperative, for the higher management to be involved in the hiring process?
It happens to the best of managers- we hire the person who seems best fit for a job, only to realise later just how wrong we really were. This is also a tricky problem to solve because no one sets out to hire the wrong candidate. So we are left with a range of emotions and a real mess.
If we told you that stress is subjective, you’d probably start calling us names. But come to think of it, stress and time aren’t as closely related as we think. Most resident doctors today work over eighty hours a week, and some entrepreneurs manage to top that number as well.
And yet, there are people who do it for years, decades even, and seem not to crack under the pressure. What, then, drives some people to be more unhappy with work than the others?