remote + psych safety

Remote work is NOT lonely. Many of the comments I receive on my posts mention this point. If you sit behind your screen all day without interacting, It will… | 71 comments on LinkedIn

In an interview, Spotify HR chief Katarina Berg said that the company had no plans to move away from its "work from anywhere" remote policy.

Remote work a year on (FCW) - Download as a PDF or view online for free

New research shows that remote employees are more likely to feel left out and ganged up on than their on-site colleagues. Specifically, they worry that coworkers say bad things behind their backs, make changes to projects without telling them in advance, lobby against them, and don’t fight for their priorities. Managers may be tempted to cancel remote work programs and get everyone back in the office, but instead they should change their own behavior. There are seven skills that the study showed help managers make their remote employee feel included and cared for, including: checking in with distant colleagues regularly and frequently; insisting on some face time (even if it’s on video conference); making expectations explicit; and being available to remote colleagues through a variety of channels.

Recorded on December 17, 2013. Leena Rao talks with Amy Pressman, president and Founder of Medallia and Doug Leone, general partner at Sequoia Capital

Popular truisms about psychological safety backfire when applied without questioning – let's challenge these assumptions

Boeing’s Starliner will return to Earth as soon as next week — but the crew will stay in space into next year. It’s another blow for Boeing, and could have major implications for its space business.

Stop blaming your leader for your silence – seize those defining moments and take a stand

In early 2020, the switch to remote or hybrid work was abrupt for many companies. While employees were willing to give one another some latitude earlier in the pandemic, now, almost a year in, their trust is wearing thin, and some find themselves wondering whether their remote employees are actually working at home. Companies that fail to address this crisis are likely to see lower morale, increased attrition, lower productivity, and stalled innovation. Leaders need to address the underlying issues in order to build a sustainable model of trust.

Boeing was once synonymous with quality and safety. But as focus shifted from customers to stakeholders, their culture eroded, and with it their planes and reputation. This fate could have been avoided using three leadership techniques.

Learn how personality profiling can help build systems that create psychological safety for healthy workplace cultures to emerge.

Boeing's recent challenges are a reminder to corporate America that psychological safety is not a nice to have, it is a must have.

Creating a high-performing, creative team is challenging enough—but how do you foster a sense of teamwork when your team isn’t even in the same timezone?

Welcome to our latest video, "Unsafe at Work: Tips for Navigating Toxic Workspaces as a Black or Brown Technologist." We delve into the challenges that Black...

Explore the State of Hybrid Work report by Owl Labs, offering insights into US workplace trends: in-office, remote, and hybrid, 2023 & beyond.

There’s no way of learning to manage people other than by direct observation of those who do it well.

By John Hunter, author of the Curious Cat Management Improvement Blog. Fear invites wrong figures. Bearers of bad news fare badly. To keep his job, anyone may present to his boss only good news. W. Edwards Deming, page 94, The New Economics Using data to make decisions is important to…

A lot of leaders believe that the formula for attracting and keeping talent is simple: Just ask people what they want and give it to them. The problem is, that approach tends to address only the material aspects of jobs that are top of employees’ minds at the moment, like pay or flexibility. And those offerings are easy for rivals to imitate and have the least enduring impact on retention. Companies instead should focus on what workers need to thrive over the long term, balancing material offerings with opportunities to grow, connection and community, and meaning and purpose.

Explore millions of resources from scholarly journals, books, newspapers, videos and more, on the ProQuest Platform.

This study examines leading psychosocial safety climate (PSC) within the organization and psychological safety in teams in remote work conditions caused by the COVID-19 pandemic. These topical working life phenomena have an essential role in health, well-being and productivity in today’s working life, but they have rarely been studied in remote work context. A total of 26 supervisors and leaders at three Finnish universities participated in semi-structured interviews. The data were analyzed using qualitative content analysis, resulting in four main categories: supportive and challenging aspects of leading psychological safety and well-being, supportive and challenging aspects of organizational psychosocial safety climate leadership, support for working as a supervisor, and characteristics specific to working in academia. The results indicate that leading psychological safety remotely requires more time, deliberation and intentionality than when working face to face, and that the role of remote interaction is underlined in it. As to PSC, it is important to improve the cohesion in leading psychological safety and health in academic organizations. How PSC is led in the organizations affects not only the general psychosocial working conditions, but also the possibilities for good leadership of psychological safety in smaller units in the organization. The study makes a novel contribution especially in understanding (1) leadership of PSC and psychological safety in remote work conditions, and (2) the reciprocal relations between leading psychological safety and well-being at the organizational level and the team level.

HP Inc. unveiled groundbreaking findings from its first HP Work Relationship Index, a comprehensive study that explores employees’ relationships with work around the world. The study, which surveyed more than 15,600 respondents across various industries in 12 countries, reveals the world’s relationship with work is at a breaking point – and its effects are pervasive.