While burnout isn’t a new problem, the ongoing crises of 2020 made it worse, and it’s following us into 2021. Burnout can take many forms, and the wellness surveys many companies use to identify it overlook the more active forms, such as erosive behaviors, impatience, and incivility. Managers need to understand the subtle warning signs of burnout so they can take steps to mitigate it before it’s too late. Once identified, managers can get creative about how to relieve some of the pressure on their burned-out employees and work collaboratively with them to understand what they need. Read more
by Margaret M. Luciano and Joan F. Brett
Source: hbr.org
What if a company built each component of its product from scratch with every order, without any standardized or consistent parts, processes, and quality-assurance protocols? Chances are that any CEO would view such an approach as a major red flag preventing economies of scale and introducing unacceptable levels of risk—and would seek to address it immediately. Yet every day this is how many organizations approach the development and management of artificial intelligence (AI) and analytics in general.
Rising polarization is unlikely to disappear anytime soon, and it can have severe ramifications for businesses, whether they take a public stance or not. However, by taking a selective and strategic approach, CEOs can reduce the harm of polarization first within their own companies.
The marketplace for talent has shifted. You need to think of your employees like customers and put thoughtful attention into retaining them. This is the first step to slow attrition and regain your growth curve. And this does not happen when they feel ignored in the fever to hire new people or underappreciated for the effort they make to keep business moving forward. They need to be seen for who they are and what they are contributing, and leadership needs to ensure this is happening. The authors offer four steps for leaders to take.
