Articles

TASA ID: 22108

Google recently announced its new post-pandemic hybrid work policy, requiring employees work in the office for at least three days a week. That policy goes against the desires of many rank-and-file Google employees. A survey of over 1,000 Google employees showed that two-thirds feel unhappy with being forced to be in the office three days a week, with many threatening to leave in internal meetings and public letters, and some already quitting to go to other companies with more flexible options.

Yet Google’s leadership is defending its requirement of mostly in-office work as necessary to protect the company’s social capital, meaning people’s connections to and trust in each other. In fact, according to the former head of HR at Google Laszlo Brock, three days a week is just a transition period. Google’s leadership intends to enforce full-time, in-office work in the next couple of years. Ex-Google CEO Eric Schmidt supports this notion, saying that it’s “important that these people be at the office” to get the benefit of on-the-job training for junior team members.

TASA ID: 22108

A January 2022 Slack survey of over 10,000 knowledge workers and their leaders shows that the top concern for executives about hybrid and remote work is “proximity bias.” Namely, 41% feel worried about the negative impact on work culture from the prospect of inequality between office-centric, hybrid, and fully remote employees.

The difference in time spent in the office leads to concerns ranging from decreased career mobility for those who spend less face time with their supervisor to resentment building up against the staff who have the most flexibility in where to work. Leaders who want to seize a competitive advantage in the future of work need to use research-based best practices by creating a culture of “Excellence From Anywhere” to address these concerns. This cultural best practice is based on guidance for leaders at 17 major organizations I helped guide in developing and implementing effective strategies for a work culture fit for the future of work.

TASA ID: 1056

There are a lot of similarities between sports and the business world. We use a lot of sports language in our daily business interactions. We “pitch clients”, “drop the ball” when we make a mistake or miss a deadline, we “put together a game plan” for a project. In addition to sharing the same language, we can learn a great deal about leadership from sports coaches.

TASA ID: 2156

For someone who has served as an expert witness in approximately three dozen defamation cases, there is little question that negative communications disseminated in writing (libel) or verbally (slander) or both can be devastating to the image, reputation and/or good will of an individual, business, institution, public sector entity, or any other type of recipient targeted.  Defamation is normally defined as a false statement, published to a third party, that is damaging and is meant to harm and results from negligence, reckless disregard for the truth or malice. 

TASA ID: 1056

Leading always has challenges! However, we have never had to lead through a crisis like Covid-19. The past three months have brought challenges like no other. During a time of crisis, leaders are required to lead and manage effectively. Managing the urgent needs of the present and taking decisive actions. Strong leaders guide people to the best possible eventual outcomes, which demand seeing beyond the present in order to anticipate obstacles ahead.