Research tagged with "Productivity"

Wells Fargo recently fired over a dozen employees for simulating keyboard activity to appear busy, raising questions about remote work monitoring. Companies often install software to track keyboard and mouse activity, leading to a market for tools that fake such activity. This situation prompts a critical question: should companies invest in better spyware or better leadership? The real issue lies in performance culture. Employees are likely to underperform if the work is demotivating, accountability is blame-based, and expectations are unclear. Instead of focusing on surveillance, companies should invest in better leadership. This involves managing work and motivation effectively, investing in employee development, crafting better roles, and setting clear expectations. Ultimately, the solution to slacking isn't more spyware but improved leadership and a motivating work environment.

Too often in leadership, frustration arises not because of deep disagreements but rather because of misaligned "modes" of working. In our VEGA model, there are four modes of work (play profiles): visionaries, explorers, galvanizers, and achievers - name the one you're in, and growth will be an act of play.

How does a master woodworker maintain such flawless efficiency in their shop? Too many teams fall into chaos due to poorly organized work. Master four work types to elevate your team's productivity and innovation: play-based, process-based, project-based, and idea-based.

Too many employees are stuck in an endless rut of meetings and memos, accomplishing less and moving slower. In a more volatile and rapidly changing world, this is exactly the opposite of what every organization needs to do. To create highly functional organizations at scale, leaders must first understand the five most common root causes of organizational dysfunction: 1. The world is more volatile 2. Companies are not built for volatility 3. Scaling without skilling 4. Mismatched time horizons 5. The nature of work itself is completely changing

Data shows that people do their best thinking alone, not in meetings. So why do so many organizations still rely on meetings? Here's what you should do instead. At a high level, it comes down to two commitments: Reduce meetings down to the minimum effective dose, and invest in asynchronous collaboration.

As a leader, it can be extremely frustrating when your team struggles to solve problems. You don't want to micromanage, but you also need to land viable solutions that drive results - and do it quickly. Fortunately, there's a 6-step flow you can follow to solve problems effectively, inclusively, and efficiently. Frame goals as intriguing questions 1. Frame goals as intriguing questions 2. Share important context 3. Separate idea generation and evaluation 4.Embrace asynchronous idea collection and discussion 5.Categorize ideas to identify patterns and blind spots 6.Use clear criteria to choose ideas