The key to manage your time and maintain positive and resilient relationships with your co-workers lies in communicating preemptively, setting expectations and norms, making people part of the process, and finding structured and creative ways to problem solve together.
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.
Written by Olivia Goldhill, published by QUARTZ
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
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
Research suggests using recognition and praise can be a powerful motivator for employees. The benefits of that for organizations are manifold and real. Employees who receive recognition on a regular basis increase their individual productivity, receive higher loyalty and satisfaction scores from customers, and are more likely to stay with their organization.
Written by Marcel Schwantes for Inc.
Harvard Business School professor and author Dr. Amabile explores inner work life — the emotions, perceptions, and motivations that people experience as they react to events in their work day. Her research team discovered that, of all the events that can deeply engage people in their work, the single most important is making progress on meaningful work.
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Being busy should not be a badge of honor, a goal to aspire to nor be used as an excuse to not do the critical work required to reduce the uncertainty of digital product development. In fact, the deeper issue with “being busy” is the lack of an objective, safe way for teams and leaders to say “No” and prioritize work. Productivity should rather be measured by the impact the work has on customer behaviors and outcomes, with a focus on building a customer-centric culture that empowers teams to make evidence-based decision not only on the efficacy of their work but on what work they choose to do.
Article by Jeff Gothelf
Great managers know that they can never give too much recognition as long as it’s honest and deserved. Acknowledging an employee’s best work goes a long way toward making him or her feel valued and can lead to other desirable workplace outcomes. This element of engagement and performance might be one of the greatest missed opportunities for leaders and managers.
Article by Gallup
The clamour to make employees happy at work is driven by one of the oldest cliches in the human resource management playbook: that a happy worker is a good worker. Wanting to be happy at work is fair enough. But being forced to be happy at work can be troubling. The truth is that being constantly on the lookout for happiness may actually mean happiness eludes more than it ensues.
Article by André Spicer for The Guardian
New research suggest that some employees can have a halo effect on their peers in the way that workplace productivity can spill over from one employee to another. It could be beneficial for teams to identify those high spillover individuals to influence effective decisions on team construction as well as hiring and retention.