A guide to managing your remote workers
Harvard Business Review
There are specific, research-based steps that managers can take without great effort to improve the engagement and productivity of remote employees, even when there is little time to prepare. Managers need to understand factors that can make remote work especially demanding. Otherwise high-performing employees may experience declines in job performance and engagement when they begin working remotely, especially in the absence of preparation and training. Challenges inherent in remote work include:
- Lack of face-to-face supervision
- Lack of access to information
- Social isolation
- Distractions at home
As much as remote work can be fraught with challenges, there are also relatively quick and inexpensive things that managers can do to ease the transition. Actions that you can take today include:
- Establish structured daily check-ins
- Provide several different communication technology options…
- …and then establish “rules of engagement”
- Provide opportunities for remote social interaction
- Offer encouragement and emotional support
How ready is your company’s board of directors to evaluate, communicate, and act on risks?
New tools are evolving to help directors pay more attention to board risk dynamics, assess their skills and performance, and adjust processes and composition to make boards more risk-ready.
The Directors and Chief Risk Officers Group (DCRO) has issued guidelines for recruiting risk-savvy directors and for building effective risk committees. Those guidelines describe risk skills such as conflict management, awareness of cognitive biases, the ability to challenge groupthink dynamics, and facility with communications to help build consensus around risks.
Organizations such as the National Association of Corporate Directors and the Committee of Sponsoring Organizations of the Treadway Commission have detailed best risk practices for boards, which include asking hard questions of themselves. Do their processes and cultures for risk oversight work as intended?
The key components of a transformation ambition that will guide success
Transformations are usually high-stakes efforts for leaders and their organizations. They require a step-function improvement in performance, are multifaceted in the ways they change an organization, and often entail more than a year of considerable effort and energy by the executives and staff involved.
Setting forth a transformation ambition at the outset of the journey is instrumental in recruiting and aligning key stakeholders and to increase the likelihood of making the effort successful.
A transformation’s ambition should help answer two key questions for stakeholders: Why should they undertake or support the effort, and what will result from that hard work?
Interviews with executives who have been key to their organization’s transformation found that an effective transformation ambition communicates both the motivation and critical goals (or intent) for such an effort. It also can form a bond between transformation participants and stakeholders throughout the journey.
Tactics to help cybersecurity leaders safeguard security and business continuity during the pandemic
Feedback from senior leaders suggests that there are specific actions that are especially useful to help cybersecurity leaders safeguard security and business continuity.
This article sets out the technology modifications, employee-engagement approaches, and process changes that cybersecurity leaders have found effective.