Work-Life Strategies & Solutions

On the Evolution of Work Systems in the Digital Economy

Tag Archives: Leadership

5 Tips for Building a Culture of Security Among Remote Employees

5 Tips for Building a Culture of Security Among Remote Employees

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In one of our previous posts, we highlighted the importance that making security a part of your organizational culture played in keeping your remote workforce secure during the COVID-19 pandemic. But what does that entail? In this post, we’re going to flesh out key steps that security teams and their leadership should take in order to make a strong culture of security a reality within their organizations.

1. Security culture is inseparable from the values of your organization’s leadership

Like any other organizational value, building a culture of security starts at the top. Invested stakeholders, usually starting with senior leadership, must cascade the types of cultural changes they wish to see by helping spearhead initiatives that will ultimately transform their organization. Although it is IT’s job to educate and engage with employees who break security policies and don’t follow security best practices, it would be very difficult for IT to function in an organization where leadership doesn’t embody the values needed to maintain a secure organization.  Read more of this post

Social Bonding Over Distance & a Look at the Lives of Digital Natives

Do we really need to commute back and forth every workday in order to foster and maintain relationships with a given group of people? Let’s consider this question. During my exploration of how dispersed teams function, I’ve encountered people (such as described in this post) who meet in person as infrequently as once a quarter. It surprises most people that this can work. Speaking from my own experience as a team member of Better Collaboration, I’m happy to report that there are other factors (aside from opportunities for in-person interaction) contributing to a sense of cohesion.

Upon comparing my experiences with in-person versus technologically-mediated meetings, I’ve observed that having a strong shared sense of purpose and common interests helps transcend the physical distance factor. So when I hear people say they would rather have others drive from one city to another just for the sake of getting everyone in one room for every meeting rather than have occasional virtual meetings, I wince. Read more of this post

What Multiplayer Games Have to Do with Leadership Development and the Future of Work

When not gallivanting around Gielinor slaying monsters, completing quests, or working on skill levels on my own, I’m leading a small group through an activity that involves finding several roaming pixelated penguins disguised in bush, rock, or barrel costumes. It all sounds very silly and lighthearted but, let me tell you, this can turn into a challenging endeavor! Although I didn’t initially seek out leadership, I took up this task as planning the sequence of places to visit and the optimal route through them as well as coordinating sweeps (where we split up to efficiently cover a large area) came naturally to me. The challenge is in communicating directions to people you can’t see face-to-face and, similar to those familiar conflicts that arise when driving around with your significant other and getting lost, the interpersonal frustrations that flare up – What do you mean you don’t know where Piscatoris Fishing Colony is?! You just did a quest there recently FFS!!! Read more of this post

The Engagement Equation: Leadership Strategies for an Inspired Workforce

In The Engagement Equation: Leadership Strategies for an Inspired Workforce, authors Christopher Rice, Fraser Marlow, and Mary Ann Masarech provide a thorough guide for organizational leaders interested in improving work engagement. At the outset, they establish that engagement is a unique construct that is distinguishable from satisfaction, motivation, and commitment. Furthermore, employee engagement is an individualized equation expressed as the combination of maximum satisfaction for the individual and maximum contribution for the organization. From there, they discuss particular industries (e.g., where there is a high degree of interaction with customers) in which employee engagement particularly impacts results. Additionally, the authors caution against assuming measures that have increased engagement in one geographic region would similarly increase engagement in another. Read more of this post

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