When we spend our energy frantically chasing productivity, we refuse to take real breaks. Truth is, there will always be an endless list of chores to complete and work to do, and a culture of relentless productivity tells us to get to it right away and feel terribly guilty about any time wasted. But another view is that a life spent dutifully responding to emails is a dull one indeed. And “wasted” time is, in fact, highly fulfilling and necessary.
Dedicated, diligent employees are essential for any workplace, but often the working culture of companies asks for more — boards and management want the employees to become workaholic, singularly obsessed with achieving the company’s mission. Recently, Blake Robbins, an associate at the venture capital firm Ludlow, gave voice to such experiences, daring to challenge the culture of workaholism that pervades the startup world. His tweet unleashed a hot discussion on the web.
Written by Rebecca Ruiz, published by Mashable
Remote work ranks up there with one of the coolest perks a company offers. But making remote work successful requires effort on both sides. This article presents a checklist with the key components that make remote work possible.
Written by Jeremy Cothran, published on Small Improvements Blog
A talk by Adam Smiley on what it takes to create meaning. Very entertaining talk with a strong message about finding meaning at work. Even more entertaining if you watch at 1.5x speed.
Watch 32 minute talk by Adam Smiley Poswolsky, published by Culture Summit
Numerous companies have embraced the open office. But research that we’re 15% less productive, we have immense trouble concentrating and we’re twice as likely to get sick in open working spaces, has contributed to a growing backlash against open offices.
Written by Bryan Borzykowski, published by BBC
A team retreat is something executives plan thinking that hot tubs and alcohol will solve their problems. Of course, you should plan for team bonding and fun during an offsite, but actual change can only manifest through hard work and mutual understanding. In this article Bud Caddell, founder of NOBL Collective, shares the Do’s and Don’ts for effective team offsites.
Written and published by breather
Despite your best intentions and efforts, it is inevitable: At some point in your life, you will be wrong. But mistakes can be hard to digest, so sometimes we double down rather than face them. Our confirmation bias kicks in, causing us to seek out evidence to prove what we already believe. Psychologists call this cognitive dissonance — the stress we experience when we hold two contradictory thoughts, beliefs, opinions or attitudes.
Written by Kristin Wong for The New York Times
The job hopping myth is just one of the made-up generalizations wrongly shaping the way we think about generational differences in the workplace. Knowing such claims to be false the Corporate Rebels decided to put some of them to the test looking at the evidence behind what millennials and other generations want and need from work. The needs can be roughly summarized with the following list: purpose, meaning, freedom, autonomy, fun, and personal development. But aren’t these really universal basic human needs rather than what might be separating Millennials from the baby boomers and other generations?
Written and published by Corporate Rebels
Mindfulness at work proves to have positive effects on increased productivity, wellness, happiness, and energy. These are few of the reasons businesses are integrating elements of mindfulness into their organizational practices. Getting started is as simple as becoming more aware of yourself and the world around you.
Authored by Bianca Bartz for hazel
It’s so tempting for organisations to expect more and more from their employees – and so much harder for employees to resist when they are being asked to do socially desirable things like “help out” and “think about the organisation”. But by making such behaviours expected or even mandatory, we box people into regulated systems that rob these activities of their intrinsic motivation and instead make them into burdens, burdens that can boomerang back on the organisation and even beyond.