Recreating the Benefits of Colocation in a Hybrid Work Era

by Bob Bannister on 18 September 2023

In today’s hybrid work world, can organisations still achieve the performance gains that came from colocating key departments? This post examines proven strategies to recreate colocation benefits across distributed teams.

The Power of Colocation

Physically bringing complementary teams together has long been a go-to for boosting productivity. Here’s why it works:

– Accelerated collaboration and innovation

– Tighter alignment on goals

– Smoother workflows and handoffs

– Faster decisions and problem solving

– Stronger culture and relationships

Shell’s Exploration Success Through Colocation

One compelling example comes from Royal Dutch Shell’s oil exploration unit in the early 2000s. By colocating its geologists, geophysicists, and drilling engineers, Shell was able to shave 30-40% off its exploration cycle times.

This multidisciplinary collaboration led to more drilling opportunities and accelerated oil field discoveries. Over a 5 year period, Shell added 50% more resources to reserves and discovered 3X as many barrels as competitors like BP.

Industry experts credited Shell’s integrated, colocated teams as a key driver of this performance advantage. Colocation likely improved the company’s productivity and cost efficiency by over 25%.

Strategies to Virtualise Colocation

Today’s remote and hybrid work makes colocating challenging. But teams can recreate some of the same benefits through:

– Mandatory office days to work shoulder-to-shoulder

– Quarterly onsite workshops to strategise in person

– Site visits for cross-functional teams

– Video calls instead of phone calls

– Informal virtual coffee chats

– Digital collaboration platforms

– Overlapping hours across time zones

– Remote inclusive culture

With thoughtfulness, the human connections and performance gains of colocation can be simulated virtually.

The Key is Thoughtful Balance

In this era, organisations must strike the right balance between technology and in-person interactions. Virtual collaboration enables remote work at scale, but nothing replaces the power of human relationships built through meaningful face time.

Leaders should examine opportunities to bring distributed, interdependent teams together to spark the sharing, serendipity, and speed made possible through colocation.

Here are two questions worth considering:

What opportunities exist to reconnect your remote teams? Which departments would benefit from recreating colocation?

The Shrinking Workforce – Why Psychological Safety Matters More Than Ever

by Bob Bannister on 13 September 2023

The workforce is shrinking. With baby boomers retiring and lower birth rates, companies are facing a shortage of talent. At the same time, employees today have higher expectations for fulfilment and work-life balance. This combination makes retaining top talent more critical than ever.

As leaders, how do we keep our best people engaged and performing at their peak? The answer lies in creating an environment of psychological safety. Studies have shown that when employees feel safe to take risks, speak up, and be vulnerable in their workplace, teams demonstrate higher productivity, satisfaction, and innovation.

A recent Harvard study found that the highest performing teams have one thing in common – psychological safety. Google’s Project Aristotle came to the same conclusion after an extensive analysis of its team effectiveness. Psychological safety is all about creating a workplace where people feel accepted and respected. When the fear of negative consequences is removed, employees are much more likely to contribute fully.

Some ways leaders can cultivate psychological safety:

Model vulnerability yourself by admitting mistakes and being open to feedback. This signals it’s okay for others too.

As a leader, one of the most powerful things you can do is model vulnerability yourself. When you admit mistakes, take ownership of failures, and are open to critical feedback, it signals to others that it’s okay for them to take risks as well.

Leaders who can demonstrate humility and fallibility paradoxically build more trust and credibility with their teams. It shows that no one is expected to have all the answers or be perfect. Criticism and setbacks are normal parts of growth and learning.

Specifically, ways leaders can model vulnerability include:

– Openly admitting when you make a mistake, take responsibility, and explain how you will improve or do things differently next time. Avoid blaming others.

– When receiving feedback, listen attentively and thank team members for having the courage to share their perspectives. Refrain from being defensive.

– Share an instance where you took a risk, failed, and learned from the experience. Discuss what you would do differently in hindsight.

– Talk about times you faced self-doubt, imposter syndrome, or difficult challenges. Share your thought process and how you worked through it.

– If the team misses a goal, take ownership as the leader rather than calling out others. Invite a frank discussion on the contributing factors.

– Occasionally ask for advice from team members on areas you can improve as a leader. Implement their feedback.

By courageously exposing your own vulnerabilities as a leader, you give others permission to take interpersonal risks too. This models that the reward of learning and growth outweighs the pain of imperfection. Over time, the team will feel increasingly psychologically safe to engage fully.

Foster authentic connections between team members. Take time for bonding and get to know people on a human level.

To build psychological safety, leaders need to carve out time for team members to authentically connect on a human level. This means going beyond the surface and getting to know each other as real people, not just coworkers.

Schedule regular team building activities, be it going out for lunch, taking a cooking class together, or doing an outdoor adventure retreat. Make time for bonding, storytelling, and fun. Share more about your personal lives, families, hobbies, passions and values.

You can also use meetings for quick bonding exercises like having everyone share a childhood nickname, favourite vacation spot, or recommended book. Keep a box of random questions on hand to spark conversations.

Encourage mentorship connections between junior and senior team members. Initiate a peer recognition program where employees shout out coworkers for achievements.

If working remotely, have video calls begin with a check-in on how everyone is doing. Be present and actively listen when team members share what they’re going through.

Make an effort to connect 1:1 with employees over coffee chats or virtual lunches. Learn what motivates them, their career goals and strengths. Check in on how they’re feeling about their role and the team dynamics.

When people know and trust each other on a deeper level, they will feel more comfortable being vulnerable and honest together. Taking time to foster authentic human connections lays the groundwork for psychological safety.

Consider all perspectives before making decisions. Seek input from different voices and welcome respectful debate.

To cultivate psychological safety, leaders need to actively seek out and consider diverse perspectives before making major decisions. The more employees feel their voices are heard and valued, the safer they will feel engaging in discussions.

There are several ways leaders can be more inclusive of different viewpoints:

– When proposing a new direction, ask each team member to share their thoughts, concerns and suggestions. Have junior staff speak first so they feel comfortable contributing.

– Designate someone to play devil’s advocate, challenging assumptions and voicing counterarguments. This ensures you avoid groupthink.

– Survey team members anonymously if people may not be comfortable speaking up publicly.

– Weigh pros and cons through structured debates where different employees are assigned to argue different sides.

– Form committees representing various stakeholder groups and functions to provide input on new initiatives.

– Actively reach out to introverted or quiet voices who may not volunteer opinions unless prompted.

– Thank employees for critiques and address concerns rather than dismissing them.

– If debates become heated, remind people to criticise ideas not individuals. Keep dialogues respectful.

– Explain the rationale when making decisions that go against the team’s advice. Show you seriously contemplated their perspectives.

Making space for dissenting views leads to better decisions. Leaders who authentically engage with different voices will build trust and psychological safety across their teams.

Clearly define goals and expectations. Ambiguity creates uncertainty, eroding psychological safety.

When goals and expectations are vague or ambiguous, employees become unsure of how to succeed in their roles. This uncertainty erodes psychological safety and makes people hesitant to take risks or speak up.

As a leader, it’s critical to clearly define objectives, responsibilities, and success metrics for each person and the team as a whole. Some best practices include:

– Collaboratively develop goals together as a team rather than dictating top-down. Encourage discussion to clarify any confusion.

– Put goals and expectations in writing so there is no room for interpretation. Review regularly as a team.

– Provide detailed rubrics, frameworks, or decision-making criteria so people understand how their work will be evaluated.

– Offer examples of successful outcomes and allow employees to ask clarifying questions.

– Discuss priorities openly so people know what to focus on amidst competing demands.

– Give frequent feedback on performance against clearly defined goals. Recognise achievements.

– When changes require realigning objectives, communicate transparently. Involve the team in redefining plans.

– Develop accountability structures like check-ins or peer reviews to surface any blindspots.

By proactively setting unambiguous goals and guardrails, leaders reduce uncertainty. This empowers teams to confidently move forward and take ownership over their work. Clarity enables psychological safety.

Appreciate risk-taking and failure. Reward good intent and effort, not just outcomes.

To build psychological safety, leaders need to recognise that innovation involves taking risks which can sometimes result in failure. Employees will feel safe to experiment only if they know effort and intent matter as much as pure outcomes.

Some ways to show appreciation for smart risks and normalise failure include:

– Praise employees for volunteering innovative ideas and taking initiative even if the results aren’t perfect.

– Publicly recognise those who stepped up to address a challenge, not just those who succeeded.

– Avoid criticising people for mistakes or missteps. Focus on learnings.

– Share stories of when you took a risk that failed early in your career and what you learned from it.

– Build reflection time into projects to discuss what went well and what could be improved next time.

– Have people conduct premortems to identify risks upfront so problems aren’t seen as failures after the fact.

– Reward prudent experimentation even if certain attempts don’t pan out.

– Institute staged-approach pilots that anticipate mistakes and build in opportunities to course correct.

– Analyse failures rationally, focusing on root causes over individual blame.

– Allocate budget/time explicitly for experimentation to signal it’s valued.

The most innovative organisations foster a learning culture, not a culture of perfection. They appreciate both wisdom and courage, which includes embracing failure. This builds critical psychological safety.

With a shrinking and selective workforce, building an engaged team matters more than ever. By focusing on psychological safety, leaders can retain top talent while enabling their organisations to evolve and stay competitive. The companies that succeed will be those that make their people feel welcomed, valued and safe to chart the path forward.

The Power of Small Kindnesses

by Bob Bannister on 13 September 2023

It’s easy to feel overwhelmed these days. The news is full of divisiveness and negativity. Social media floods us with critical comments. The world feels harsh.

In times like these, small acts of kindness can make a big difference. A kind word to a stressed coworker. Helping someone carry their groceries. Letting a car merge in front of you in traffic. These simple actions spread positivity and remind us of our shared humanity.

The smallest gestures can lift someone’s spirits or even turn their day around. Yet we often don’t take the time. We’re too rushed, distracted, or caught up in our own concerns. But what if we made a commitment to perform at least one small act of kindness daily?

It doesn’t have to be anything big. Here are some easy ways to add a little kindness to your routine:

– Smile and say hello to people you pass on the street. Making eye contact and acknowledging someone’s presence can really brighten their day.

– Hold the door open for others behind you. This simple courtesy can make someone’s load a little lighter.

– Write a positive comment on a friend’s social media post. Counteract negativity online by spreading praise and affirmation.

– Let someone go ahead of you in line. Whether it’s at the supermarket or post office, this gesture can relieve someone’s stress.

– Make time to listen fully to others. Offer your caring ear when loved ones need to talk or vent.

– Send a small gift or thank you note to show appreciation. A surprise package or handwritten message can mean so much.

– Help strangers in small ways. Return a shopping cart for someone at the grocery store. Pick up litter you see out and about.

– Compliment people you encounter. Admire someone’s garden. Say “thank you” to servers and baristas. A little recognition can validate someone’s worth.

The possibilities are endless. We all have opportunities each day to spread a little positivity through small acts of kindness. Like compound interest, these small investments pay off over time. One kind word or gesture opens the door for more kindness. It sets off a ripple effect of goodwill.

So make a commitment to yourself to perform at least one act of kindness every day. See what a difference it makes in your own life and in brightening the lives of others. Small things can change the world when enough people take small actions. Let’s come together to choose kindness.

Why your management interpersonal skills are going to be a major differentiator in a world of robotics and AI

by Bob Bannister on 8 September 2023

As technology continues to advance at a rapid pace, robots and artificial intelligence are taking over more routine and repetitive tasks in the workplace. While this leads to greater efficiency and productivity, it also means that uniquely human skills are becoming even more valuable for managers and leaders. Your interpersonal and people management abilities will be a key differentiator and competitive advantage in an age of automation.

Here are a few reasons why interpersonal skills are so critical for managers in an AI world:

1. Building Trust and Relationships

With more impersonal tech and digital communication dominating the workplace, the ability to connect with employees, build trust and foster productive working relationships is invaluable. This requires nuanced interpersonal skills like emotional intelligence, empathy, listening and conflict resolution. Leaders who can cultivate a human touch and bond with their teams will inspire greater loyalty, satisfaction and performance.

2. Customised Coaching and Mentoring

AI and software can provide training at scale, but managers are still needed to offer tailored coaching, feedback and mentoring. Understanding the unique needs, strengths and weaknesses of each employee allows you to motivate and develop talent more meaningfully than any generic or automated system. Your personal guidance and support is crucial for employee growth.

3. Driving Innovation and Creativity

While AI is great at optimising current processes, managers are necessary to foster the innovation and creativity needed to move a business forward. By building diverse, collaborative teams and facilitating the free flow of ideas, you inspire the kind of visionary thinking no algorithm can produce. Your ability to see the big picture and think critically is hugely valuable.

The influx of technology is changing the nature of many traditional management roles. But leadership, strategy and vision will always require human ingenuity. Likewise, building a thriving company culture hinges on the relationships, communication and emotional intelligence of people managers. Honing your interpersonal abilities will ensure you remain an invaluable asset no matter how pervasive technology becomes in the workplace.

The future belongs to managers who embrace their uniquely human strengths. Your interpersonal skill-set will be the differentiating factor that no robot or AI can replicate.

The Future of Work is Remote (and Hybrid): An Update for 2023

by Bob Bannister on 8 September 2023

The remote work genie is out of the bottle. With tens of millions having experienced the benefits of working from home, it will be difficult for companies to mandate a complete return to physical offices. Employees expect and demand location flexibility in positions where it’s possible.

Hybrid models will become the norm. Most companies will allow a mix of remote and in-office work, with the balance depending on role type and individual needs. Management will continue shifting from measuring time to measuring output.

The Numbers:

– According to Gallup’s 2022 survey, 45% of full-time U.S. employees now work remotely all or part of the time.

– A Gartner survey found 74% of company leaders plan to shift at least 5% of their on-site employees to permanent remote positions post-pandemic.

– Per a 2022 McKinsey study, over 90% of organisations will be combining remote and on-site working post-pandemic.

Tech innovations will increasingly smooth collaboration. Virtual reality, augmented reality, hologram meetings and other emerging technologies will keep improving remote collaboration. VR spaces like Meta Horizon Workrooms give a sense of togetherness. Virtual reality and augmented reality tools are rapidly evolving, providing new ways for distributed teams to interact and simulate in-person meetings. VR spaces like Meta’s Horizon Workrooms allow users to join meetings as avatars in a shared virtual environment. Participants can see each others’ avatars, collaborate on virtual whiteboards, and get visual cues that improve communication like eye contact. VR meetings generate greater feelings of presence and togetherness compared to standard video conferences.

Augmented reality adds digital elements to the physical environment. AR glasses or goggles let remote co-workers appear side-by-side in a video call – making it seem like they’re in the same room. Hologram meeting technologies like PORTL take this a step further, allowing life-size holograms of remote team members to appear around a table during meetings.

These immersive technologies create a stronger sense of connection and allow for more natural, free-flowing collaboration. They also enable hybrid teams to smoothly engage with both remote colleagues and those present on-site.

Artificial intelligence is also improving meeting transcription, live language translation, and smart calendaring. Intelligent assistants can schedule meetings, book rooms, manage participant availability, and ensure optimal use of time.

As these innovations become more mainstream in business settings, they will greatly enhance the remote and hybrid work experience. Seamless virtual collaboration will enable teams to be productive and united – no matter where individual members are located geographically.

The talent pool will be global. Remote work enlarges talent pools beyond local geography. Companies can recruit excellent virtual team members regardless of where they physically live. No longer constrained by geographical limits when recruiting, companies can source skilled workers from a much wider pool. They can find the best team members for specific roles regardless of where candidates are physically based.

Some key benefits of global virtual teams include:

Access to rare, in-demand skill sets that may not exist locally. Companies can recruit talented individuals from anywhere in the world.
Ability to hire from large metro hubs with rich talent markets. Tech teams can add members located in major innovation centres like Silicon Valley or Bangalore.
Tapping into emerging markets. Virtual teams allow access to fast-growing talent pools in regions like Eastern Europe, Latin America, and Southeast Asia.
Greater diversity of perspectives and backgrounds. Mixing team members from different cultures and countries brings new thinking.
24/7 productivity. Global teams enable round-the-clock collaboration and can provide night and weekend coverage.
Scalability. Virtual teams are much easier to expand than location-dependent teams.
Cost savings. Access to global talent widens the labor pool beyond just expensive major cities.

To lead diverse global teams effectively requires inclusivity training, cultural sensitivity, and flexible scheduling across time zones. But the benefits make building successful international remote teams well worth the investment for forward-looking companies. Managing distributed teams across countries and cultures requires training and thoughtful coordination, but pays major dividends. Some best practices include:

Inclusivity Training – Provide unconscious bias and sensitivity training to help managers recognise and mitigate issues like ethnocentrism. Teach leaders to be inclusive of all team members regardless of background.
Cultural Fluency – Invest in developing cultural intelligence and understanding communication nuances across cultures. Avoid stereotyping. Recognise different motivators and work styles.
Flexible Scheduling – Accommodate time zones when scheduling calls and meetings. Optimise times for core collaboration while allowing flexibility for members’ local needs. Clarify availability expectations.
Asynchronous Communication – Rely more on practices like email, chat and collaboration platforms to smooth workflows rather than rigid meeting times. Document discussions for easy information sharing.
Local Empowerment – Allow regional sub-teams autonomy over local decisions and workflows. Don’t micromanage. Empower leaders in each geography.
Inclusion Events – Host global offsite meet-ups or retreats. Create virtual spaces for informal interactions. Enable global knowledge sharing and relationship building.

When managed effectively, multinational virtual teams enable amazing diversity of thought, 24-hour productivity, and access to the best talent worldwide. The level of coordination required is well worth the substantial benefits. Leading globally distributed teams is becoming a critical executive skill.

Offices will become collaboration hubs. With less need for daily desk space, offices will be redesigned for team building, brainstorming, social bonding and training. Residential co-working spaces may also emerge.

With remote and hybrid work models, the traditional office space needs to transform. When employees only come in occasionally, dedicated desks become less crucial. Instead, offices will redesign for maximising interactive teamwork.

Reconfigured office layouts will emphasise open, flexible spaces for group problem-solving vs individual heads-down work. There will be larger communal areas for meetings, informal gatherings, and team building activities. Amenities like cafes, lounges, and gaming zones will aim to make the office an engaging destination.

Training rooms will also feature prominently, allowing employees to immerse in learning experiences together. Larger townhall venues will accommodate all local staff for company meetings and social events.

Co-working spaces may emerge near where employees live, providing options for connecting with fellow remote workers closer to home and avoiding long commutes. Employers may subsidise membership fees.

While remote work provides flexibility, physical offices retain importance as hubs for strategic collaboration, strengthening relationships, onboarding employees, and reinforcing culture. More than just workspaces, reinvented offices can become innovation zones and energising sites for team engagement.

The future office needs to balance focus on interactive synergy with personal productivity. Utilising workplace design psychology, they should feel welcoming yet also professional. When done right, new collaboration-centric offices can bring out the best in hybrid teams.

Communication skills are critical. With fewer in-person interactions, strong written and verbal communication become vital. Training in areas like active listening, clear messaging, empathy and conflict resolution will grow.

With distributed teams, in-person body language and facial cues fade. This makes strong communication fundamentals essential. Training and coaching should improve skills like:

Active listening – Fully concentrating on what others are saying without distractions or assumptions. Repeating back key points shows engagement.

Clear writing – Conveying complete thoughts in a succinct, organised way over email. Proofreading before sending.
Verbal clarity – Speaking slowly, precisely and avoiding tangents during virtual discussions. Being mindful of how audio issues can hamper shared understanding.
Empathy – Striving to understand teammates’ perspectives, challenges and emotions. Asking thoughtful questions.
Conflict resolution – Detecting interpersonal friction quickly and addressing it proactively with compassion. Finding win-win resolutions.
Presentation abilities – Learning to engage audiences effectively in virtual settings. Tailoring messages to remote channels.
Nonverbal cues – Using tone, speed and inflection for impact since visual cues are limited. Conveying energy and positivity vocally.

With fewer organic interactions, communication gaps can easily emerge on distributed teams. Training team members to connect deeply despite physical distance is crucial. Nurturing a listening, empathetic culture where people feel heard will help remote teams thrive.

Work/life boundaries need re-setting. New norms need to be established around protecting family time, avoiding burnout and setting health work/life boundaries. Companies will provide more tools to address these challenges.

The flexibility of remote work can blur boundaries between work and personal time. Without the physical separation of an office, employees can end up working excessively long hours from home.

To prevent burnout and nurture healthy, sustainable remote cultures, companies need to take action to help employees re-set those boundaries in our new virtual world. Useful steps include:
- Training managers to recognise signs of burnout and have supportive conversations that emphasise output over always being “online.”
- Modelling behaviour from the top down – leadership should actively demonstrate unplugging after work hours and not sending late night emails.
- Establishing “no meeting” blocks of time during days to allow focused individual work.
- Discouraging emails or calls outside standard office hours except in emergencies.
- Monitoring employee wellness through surveys and checking in on mental health.
- Offering wellness benefits like virtual yoga or meditation breaks to de-stress.
- Suggesting simple home office adjustments like facing desks away from windows to avoid distractions.
- Exploring historic company norms around time off and travel that may need adjusting post-pandemic.

The transition to remote work long-term requires a rethink of day-to-day practices to instil healthier daily routines. With the right level of employer support, teams can avoid the pitfalls of constant connectivity and honour their personal lives.

The future is flexible. Work models will continue morphing, but maintaining productivity and culture virtually gives organisations more resilience. Prioritising employee wellbeing also remains key.

The Benefits:

Research shows properly implemented remote or hybrid models lead to higher productivity, better work-life balance, and lower real estate costs for employers. Allowing location flexibility also expands talent pools and improves diversity.

For individuals, key upsides include no commute, greater schedule flexibility, and more family time. Companies with engaged remote workers report increased employee satisfaction as well.

Making it Work:

However, leaders must be proactive to reap rewards. Some best practices include:

Setting clear policies around remote work schedules, availabilities, meetings, and communication norms. Make sure to outline expectations for online hours, response times, virtual meeting etiquette, and channels to use for different types of communication.

Investing in collaboration technologies like videoconferencing and project management software. Provide employees with access and training on platforms like Zoom, Microsoft Teams, Asana, Basecamp, and any other tools your company adopts.

Prioritising inclusive company culture through both virtual and occasional in-person activities. Foster bonds between on-site and remote staff by organising remote coffee chats, virtual happy hours, team building activities, and bringing remote workers on-site for key meetings or retreats.

Training managers to oversee remote teams successfully – focusing on results vs time logged on. Coach managers to evaluate team members based on work output and achievement of goals rather than physical presence. Empower them to keep distributed teams engaged.

Embracing asynchronous communication to accommodate different schedules. Encourage practices like status updates via email, chat, or project management platforms rather than rigid meeting times. Document and share key discussions with remote staff.

Ensuring remote employees have equal access to career development. Create advancement opportunities tailored to remote staff. Be transparent about requirements for promotions and offer mentoring/coaching.

The pandemic proved many roles can be done from anywhere. Forward-thinking companies recognise this shift is here to stay and are adapting accordingly. With deliberate strategies focused on flexibility and inclusion, businesses can sustain productivity and also reap benefits around costs, talent, diversity, and worker satisfaction.

Bob Bannister

Ships Captain

Managing a Multigenerational Workforce: Connecting with Employees of All Ages

by Bob Bannister on 24 August 2023

Today’s workforce is more generationally diverse than ever before. For the first time, we have four distinct generations – Baby Boomers, Gen X, Millennials, and Gen Z – working side by side in the workplace. This mix of ages, life stages, and backgrounds presents both challenges and opportunities for managers. Learning how to connect with and motivate employees across generations is key. Here are some tips:

Get to Know What Makes Each Generation Unique

While generational stereotypes can be oversimplified, there are some genuine differences managers should understand. Each generation has its own set of characteristics, values, and preferences that influence their work styles and attitudes. As a manager, being aware of these generational differences can help you better understand your employees and adapt your leadership style to get the most out of your multigenerational team.

Baby Boomers (born 1946-1964)

Baby Boomers value institutional and corporate loyalty and tend to stay with one or two companies for the bulk of their careers. They see work as central to their identity and self-worth. Boomers are used to hierarchical organisational structures and respect for authority and seniority. They tend to be competitive but will also willing collaborate with and mentor younger colleagues.

Generation X (born 1965-1980)

Gen Xers came of age during a time of economic uncertainty and organisational restructuring. As a result, they are self-reliant, entrepreneurial and comfortable with change and uncertainty. They want flexibility and work-life balance. Gen Xers prefer a flat organisational structure and want leaders who are hands-off. They also appreciate diversity and informality in the workplace.

Millennials (born 1981-1996)

Millennials are tech-savvy multitaskers who thrive on collaboration. They want frequent feedback and recognition. Millennials value personal fulfilment in their careers and constantly seek new challenges and professional growth opportunities. They prefer managers who act as mentors or coaches. Millennials also place importance on corporate social responsibility and diversity.

Generation Z (born 1997-present)

As digital natives, Gen Z is highly comfortable with technology and social media. They are realistic, financially prudent and entrepreneurial. Gen Z desires security and stability balanced with a meaningful job where their contributions are valued. They appreciate structure but also want flexibility to balance work and life. Gen Z expects diversity and social consciousness from employers.

Recognising the different attitudes, motivations, and work styles of each generation can enable managers to get the best from age-diverse teams. Adapting your leadership approach is key – be flexible, communicate effectively, provide customised incentives and growth paths. Leverage the strengths of each generation for collaboration and mentoring. With mutual understanding, a multigenerational workforce can drive productivity and success.

Encourage Collaboration and Mentorship

Don’t silo employees by age. Encourage collaboration across generations through team projects, mentoring programs, and shared goals. Pair a tech-savvy millennial with a seasoned baby boomer. Gen Z will appreciate mentoring and hearing war stories from older generations. Facilitate the sharing of institutional knowledge before retirements.

Communicate in Different Ways

Take advantage of the various communication styles of each generation. Baby boomers tend to prefer face-to-face or phone conversations. Gen X likes succinct emails. Millennials and Gen Z favour instant messaging and texting. Use the channels your employees prefer to share information and connect. Offering options ensures engagement.

Offer Flexibility and Work-Life Balance

Younger generations put a huge emphasis on work-life balance and flexibility. Where possible, allow for flex hours, remote work, and time off when needed. This keeps younger employees engaged while giving them leeway to manage life outside of work. Boomers may prefer a more regimented schedule. Find ways to accommodate different working styles.

Encourage Continual Learning

All generations appreciate opportunities to gain new skills and develop professionally. Offer training, conferences, mentorships and new challenges to keep veteran employees engaged and newly hired Gen Z motivated to advance their careers. Continuous learning also helps bridge knowledge gaps and keep workers relevant.

Fostering an age-inclusive culture takes effort but pays off enormously in higher engagement, collaboration, and knowledge sharing. Managers skilled at connecting across generations will create cohesive, dynamic teams positioned for success.

The Rise of Chat Communication

by Bob Bannister on 23 August 2023

Chat platforms like messaging apps and AI assistants are becoming increasingly popular ways to communicate. With more conversations happening over text, it’s important to adapt our communication skills for clarity and effectiveness in this medium. Here are some tips for improving your chat communication:

1. Be concise. Chat messages are usually shorter than face-to-face conversations. Get to the point faster and avoid rambling. Use shorter sentences when possible.

2. Avoid ambiguity. Without tone of voice or body language, it’s easier for meanings to get lost or misinterpreted in text. Be specific and clear to minimise confusion.

3. Use formatting. Take advantage of formatting options like paragraph breaks, bullet points, bold/italics to organise your thoughts. This improves readability.

4. Confirm understanding. Ask follow-up questions to check that the receiver understood your message as intended. Don’t assume they fully grasped what you meant.

5. Match the tone. Consider the tone of the conversation and match the appropriate level of formality. Keep humour and sarcasm to a minimum since they rarely translate well in writing.

6. Proofread. Avoid miscommunications from typos by double-checking your messages before sending.

Mastering chat communication takes practice but following these tips will help you have more effective conversations. Remember to keep messages clear, concise and confirm understanding for optimal results. With some effort, we can adapt our communication skills to this increasingly digital world.

Stopping for a summer break is more critical than you might think…

by Bob Bannister on 27 July 2023

The Importance of Managers Taking a Proper Summer Break

The summer holidays are nearly upon us, which means it’s time for managers to start planning for some well-deserved time off work. However, research shows that many managers struggle to completely switch off from their jobs during the summer break. This not only impacts their own health and wellbeing, but can also be detrimental to the long-term performance of their teams.

Studies by academics have demonstrated that employees who do not take adequate holiday time are at higher risk of job burnout and poor mental health. A major study published in the Journal of Applied Psychology in 2019 found that managers who took less than 10 consecutive days off work per year were 23% more likely to suffer from high stress and fatigue. Conversely, those who took more than 10 days consecutively were 13% more focused and productive upon returning to work. The researchers concluded that adequate summer breaks enable managers to recharge their batteries and come back feeling energized and engaged.

Here are some tips to help managers fully switch off this summer:

Delegate projects and work – Set up your team to operate successfully in your absence by delegating tasks and decision making authority before you go. Empower your direct reports to handle issues proactively.

Set an out-of-office message – An OOO email and voicemail message lets people know you are unavailable and when you will return, and switch off any ’email-in’ indicators on each of your devices.

Block off your calendar – Mark your calendar as out of office so people can’t schedule meetings or calls with you.

Disconnect from technology – Resist the urge to constantly check your phone and emails. Set boundaries to be present with your loved ones.

Plan activities – Schedule fun things like day trips, hikes, museum visits or relaxing spa treatments. Have things on the calendar to look forward to.

Focus on relaxation – Do activities that help clear your mind like reading or swimming. Avoid workplace talk.

The summer holiday is meant to be a time for managers to relax and disengage from work. By properly delegating, disconnecting from technology, and making time for rest and recreation, managers can recharge their energy levels and avoid burnout. Taking a true break this summer will make you a happier, healthier and more effective leader for the long run.

Have a great break 👍🏻.

Can managers really do anything to impact climate change?

by Bob Bannister on 26 July 2023

Global warming is one of the biggest threats facing our planet today. As business leaders and managers, we have a responsibility to do our part to reduce greenhouse gas emissions and halt climate change. While governments and policymakers play a crucial role, companies and their managers also have the power to make a real difference. Here are some ways managers can help stop global warming:

Set Ambitious Sustainability Goals

Managers should work with their teams and executives to set specific, measurable goals for reducing the company’s carbon footprint. These could include targets for energy efficiency, renewable energy, waste reduction, sustainable supply chains, and more. Make the goals public to hold the company accountable.

Implement Green Policies and Programs

There are many impactful initiatives managers can champion, such as installing LED lighting, enabling remote work options, providing electric vehicle charging stations, using renewable energy, eliminating single-use plastics, and instituting eco-friendly travel policies. Investing in sustainability measures will help the company do its part.

Engage Employees

Get all employees excited about and invested in sustainability efforts. Encourage them to share ideas and take ownership of green programs. Making it a team effort maximises involvement.

Partner with Green Vendors and Suppliers

When choosing partners, vendors, and suppliers, managers should select those with stellar sustainability credentials. This extends the company’s commitment beyond its own operations.

Offer Green Training and Education

Provide training and educational opportunities around sustainability. Employees need knowledge to make substantive change. Resources could cover topics like energy conservation, waste diversion, green products, and more.

Use Your Purchasing Power

As a manager, you likely have some control over purchasing decisions. Favour green products and services whenever possible and reasonable. Every purchasing choice makes an impact.

Model Green Behaviour

Leading by example is one of the best ways to influence others. Managers should adopt sustainable practices like taking public transit, going paperless, avoiding single-use plastics, and eating less meat.

The threat of climate change is urgent, but so is the opportunity for companies to make meaningful progress. Managers play a vital role in leading sustainability efforts within their organisations. By putting people and planet over profits, together we can create real change.

Effective Delegation in 4 Steps

by Bob Bannister on 20 July 2023

Delegation is a key skill for any manager or team leader. Being able to effectively delegate tasks allows you to make the best use of your team’s time and skills. It also empowers your team members and helps them develop.

Follow this 4 step approach to master the art of effective delegation:

Step 1: Do This With Me

When delegating a new task, don’t just assign it and walk away. Spend time working through the task together, explaining requirements and clarifying any questions. This gives the team member insight into how you think about and approach the work. They’ll better understand the desired outcome.

Step 2: Let Me Know How It’s Going

Check in regularly on progress and milestones. This lets you identify any roadblocks early on, so you can help remove obstacles. It also signals that you care about the quality of the work, and reinforces that the project is a priority.

Step 3: Let Me Know When It’s Ready

Set clear expectations upfront on project timelines and deliverables. Request that the team member notify you when work is ready (not complete), rather than just assuming everything is on track. This allows you to make a final check and provide prompt feedback.

Step 4: Let Me Know If There Are Any Problems

Make it clear that your door is always open. Encourage your team to come to you with any questions or issues early and often. You can then play a collaborative role in problem-solving.

Following this 4 step delegation process leads to greater transparency and communication. Your team will feel supported while tackling new challenges. And you’ll feel confident knowing projects are handled effectively. Proper delegation takes more upfront effort but pays off through improved results and better teamwork.