The interviewees guide. It’s already a part of work life; holding and or attending interviews remotely happens regularly. In this first of two parts on the subject we are going to take a look at the question from the interviewees perspective. Next time we can deal with the interviewers viewpoint.
We’ve been digital nomads for decades, but the past couple of months has escalated our combined experience exponentially. It would be great to hear from you about what you’ve learnt, but here are two things that we’ve discovered working with a range of our clients.
Is there a part of you that doesn’t yet fulfil the personal aspiration that you might have for yourself? I suspect there will be something where you feel you’ve not regularly attained the standard that you would like to live out. It could be any number of things that leave you feeling short of the desired mark, but I’m here to suggest to you that it’s high likely that you can enable the change and become that person that you want to be.
Once upon a time in a land far away, public speakers learnt the great art of projecting their voices. It was before amplification, yet some could fill those colosseums just with their lungs. Later the theatres and churches would respond to the sound of a single voice, clear and loud.
Perhaps the current Covid crisis has shown both the best and the worst of humanity. We have all witnessed and even taken part in the extremities of human behaviour ranging from the utterly selfish (the toilet roll grabbing), to the utterly sacrificial (putting oneself in danger for the benefit of others).
It’s about time we started to make meetings matter a little more. I’ve recently had several people tell me that they are expected to be in meetings nearly all day long (both physical and virtual meetings) and they have not time to get the real job done! That cannot be sensible! Improving this is so simple, it just takes a little common sense and the guts to challenge the status quo.
The clue to this blog is in the title, when people are facing pressure and uncertainty they need bosses and organisations that will support them! A key to this ‘support’ is to create what we like to call a ‘comfortable community’. This is one of our 4 C’s of high functioning teams, we’ve have posted on this topic before, you can read it here.
Ever wondered why really great leaders seem to do the right things? The answer is simple, it’s not that they have great ‘do’ goals, it’s that they operate within predetermined ‘who’ goals. When you know who you are, then you instinctively now what you must do.
Motivation theories are many and complex things. A simple search will show you that there are literally hundreds of views on the topic. Add to that the fact that we all will have individually differing motivators and you have a lifetime of study on your hands if you want to become an expert in the field.
Over the past 15 years, I have heard three common storylines being articulated around remote working, they are unhelpful yet common myths that many organisations and managers fear when teams are shifting too remote working. Let’s briefly take a look at each of them, and quickly debunk them so that you can stop worrying and get down to effective remote team working.
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I'm Bob Bannister, owner, and trainer at iManage Performance, the specialists in training for remote workers and managers with over 20 years of experience in this sector.
As the UK has rapidly shifted towards working from home, this challenges the norms in which we work and manage We can help to fast track your remote management or team skills. Speak to us about our training options today.
call today +44 (0)1444 474247
email bob.bannister@imanageperformance.com
