Doporučuju inspiraci pro ty, kdo chtějí zlepšit soft-skills

Sleduji a sdílím inspirativní články, podcasty a knihy, které vám pomohou zlepšit vaše soft-skills. 

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Najděte inspiraci pro svoje soft-skills

on open.spotify.com

With some high-profile CEOs demanding workers return to the office five days a week, and others touting the benefits of fully remote work, many companies compromised and ended up somewhere in the middle. But that hybrid compromise can often bring the worst of both worlds. Wharton professor Peter Cappelli and senior HR strategist Ranya Nehmeh have looked deeply at what is going wrong with hybrid – and how leaders can make it right. They explain practical ways to improve meetings, build culture, and inspire commitment from employees in a hybrid model, which is most likely here to stay. Cappelli and Nehmeh are the authors of the forthcoming book In Praise of the Office: The Limits to Hybrid and Remote Work and the HBR article “Hybrid Still Isn't Working”.

on hbr.org

Having clear and consistent communication with your manager is essential to delivering strong results. You need to know their expectations, and they need to have insight into your work to give useful feedback and help you grow. That’s why working with a manager who is too hands-off can be challenging, especially for people in remote environments. If you find yourself in this situation, the first way to improve the relationship is to get clear on your and your manager’s work styles. Once you each understand how the other prefers to communicate and solve problems, you can set up a system that works for you both. You should also advocate for a weekly one-on-one meeting with your boss to make sure you’re aligned on goals. Lastly, it’s in your benefit to network with your manager’s peers. Being connected to other leaders in the company will give you access to cross-departmental opportunities, and make your work more visible throughout the organization.

on hbr.org

Connection in the workplace is commonly thought of as a single dimension that prioritizes interpersonal relationships with co-workers. However, in a recent research collaboration, the research team at the NeuroLeadership Institute (NLI), along with technology firm Akamai, identified that connection in the workplace is, in fact, made up of four interrelated and essential elements: employee connections with their colleagues, leader, employer, and role. This more accurate and nuanced view of workplace connections has implications for how organizations can design intentional talent strategies to create workplaces where employees are committed, engaged, and performing.

on hbr.org

The new work calendar isn’t about office or home, it’s about three meeting types and the conditions that serve them best. Transactional gatherings move work forward; relational gatherings strengthen connections; and adaptive gatherings help us address complex or sensitive topics. The author outlines the best conditions for all three and explains why each needs to have its own space and place.

on hbr.org

More than four years after the start of the COVID-19 pandemic, what do we know about how meetings have (or haven’t) gotten back to “normal,” particularly amid calls back to the office? An analysis of 40 million virtual meetings from 11 organizations suggests that some habits, like using virtual meeting options even when in the office, are sticking. Further, data shows that meeting participation and camera usage correlate with retention.

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