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In particularly challenging times, leaders often feel they’re being asked to give more, when they already have less to give. And realistically, much of the current state of affairs is well outside your zone of control. Feeling burned out is entirely reasonable, and if you recognize it early enough, you can implement some practices to help both you and your

This end of the year is often a time of reflection: an opportunity to assess all the changes you’ve made, and to start thinking about what you hope to change next year. In that spirit, we’ve put together a Change Audit. Before heading out for the holidays, we encourage you to set aside some time to think through the following

At work, trust is often framed as a simple question: will this person do their job as is expected of them? “I trust Ari to track his hours accurately,” or “I trust Melinda to do her part of the group assignment.”

This definition of trust is purely transactional: I’ll do my job if you do yours. But in teams where

Creating a more adaptable, more resilient organization requires time for reflection: teams must have opportunities to be candid about the progress (or lack thereof) towards their goals, to work through how to achieve their desired outcomes, and hopefully, to learn from their colleagues’ experiences.

That’s why we encourage Learning Roundtables, which bring teams together to share updates on new

When working with a new team, everyone experiences a steep learning curve—not just in terms of the work itself, but in how the team operates. How do people prefer to communicate? What are their goals? What does collaboration look like? Usually, you learn the particulars and quirks of each individual over time, through trial and error: Amanda prefers making important

With so many companies struggling to attract and retain talent in the middle of the Great Resignation, leaders are increasingly more open to providing remote and hybrid options. While this may be a clear hiring advantage, it does run the risk of creating wildly divergent employee experiences based on location:

  • Remote employees may miss out on opportunities and networking as

Perhaps the greatest shift from in-person to remote work has been the need to re-evaluate how to measure performance. Historically, while managers have often associated physical presence or “butts in seats” with high performance, this isn’t a true measure of productivity. Unfortunately, presence is often the easiest thing to measure—which may be why the switch to remote work also led

One of the most common questions we hear from leaders is, “how do we know that change is actually happening?” They’d love to be able to point to a specific number, a measurement that proves to teams (as well as their bosses) that yes, teams are really changing. All the effort that’s being put in is resulting in an organization

While legacy organizations have to overcome years of inertia to implement a new approach to planning, startups and smaller teams often have the opposite issue—they’ve never done strategic planning before, either as individuals or teams. So it’s not surprising that:

  • They don’t know where to start. Without an established process or past experience to guide them, strategic planning can feel