A lot can be done at an organizational level and team leader level to help prioritize and create capacity for employees, so that they can focus on what matters
As companies are adapting to new ways of working at varying speeds, there is a need for organizations, teams and individuals to optimize and prioritize along new dimensions: What work is best suited in-office versus remote? What is best accomplished synchronously versus asynchronously? How can we rethink and revitalize meetings so we aren’t stuck in meetings all day with no time to think or do?
Much can be done at an organizational level and team leader level to help prioritize and create capacity for employees, so that they can focus on what matters. Not just cutting big projects and product launches, but reconfiguring how work is done and delivered.
. In this transitory period, leaders may need to suggest what would be beneficial to do on in-office days, so we don’t have the worst of both worlds – hard to find space with many workers in virtual meetings all day. E-mail fights: Selecting appropriate channels for different types of communication is an essential part of adjusting to our new ways of working. Before sending that emotional or controversial e-mail or message, think about how it may be received: tone and nuance are difficult to decipher in written form. Instead of potentially getting into a battle, save difficult dialogue for the channels in which they are best-suited: in-person, video or phone, depending on your respective locations.
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