To strengthen our teams, cultures, and communities, we need people back in the office more often. But it’s not a reasonable request unless leaders are willing to address the meetings and email that are suffocating productivity and spilling over into personal time.
In my previous post, I made the case that we’re thoroughly messing up the effort to get employees to return to the office. Managers are arguing that remote work hurts productivity when there are now plenty of data to show that productivity doesn’t decline (and might...
I’ve been thinking about how companies and managers are pitching return-to-office and I think we’re getting it wrong and creating unnecessary friction in the process. Here’s what people are saying and what they’re really thinking.
Healthy conflict that supports effective decision-making comes in the form of productive tension. Unfortunately, most conflict in teams emerges as either pressure or friction. Here’s how to tell the difference.
Emotions are running high, and you’re probably on the receiving end of a lot of venting lately. Here’s how to avoid the mistakes that erode accountability and instead help your colleague find a path through the emotions.
While you might argue that the word NO is a full sentence, I don’t recommend using it that way if you want to promote good team dynamics or ensure a strong reputation. Here are five ways to say “no” to contribute to a happier, healthier, and more productive team.
Saying “yes” to too many things erodes trust, reduces the quality of your work, and burns you out. To launch this year’s NOvember campaign, here’s an audit you can do to identify your greatest opportunities to say, “NO!”
Teams often use assessment tools like the Hogan or DiSC to promote insight among individuals. Unfortunately, these tools can be misused and hinder rather than help. Here’s a charter you can use to encourage team members to use personality and style tools wisely.
Individual differences in decision-making style can be a significant source of friction among teammates. Beyond that, they can also lead to processes that significantly over- or under-engineer solutions. Here’s how to approach decision-making to optimize the tension and minimize the friction.