- Page numbers followed by f refer to figures.
-
- Acknowledgment:
- of conflict, 240–241
- and cultural norms, 228
- of team members, 167, 208
- AdAge, 43
- ‘Addressing the Biggest Challenges of Hosting Hybrid Events’ (Harvard Business Review), 262–263
- Aetna International, 248
- AGI, 90–91
- Alignment, 40–41, 64, 67, 70, 78, 81, 89–90, 160
- All American Events, 263
- Amazon, 167, 212, 253
- Amazon Web Services (AWS), 9
- American Community Survey (US Census Bureau, 2019), 188
- American Psychological Association (APA), 61
- AMEX, 268
- APA (American Psychological Association), 61
- Apple, 111
- Asia, 3, 28, 30, 202, 204, 206, 211, 223, 235
- Asseo, Laureen, 67
- Asseo, Thomas, 67
- Asynchronous communication, 148–149, 176, 194, 204, 272, 294. See also Synchronous communication
- The Atlantic, 173
- Australia, 260, 265
- Australia's National Science Agency, 260
- Authenticity, 106–108, 132–138, 290
- AWS (Amazon Web Services), 9
-
- Bar Ilan University, 206
- Barker, David, 147–148
- Barrero, José María, 11
- Bastian, Ed, 105
- Bastille Day, 232
- Beesley, Leanne, 52–53
- Belonging, 15–24
- fostering, 20–21
- and performance boosting, 18–20
- ‘Belonging tax,’ 16
- BetterUp, 18
- Bezos, Jeff, 212, 253
- Binder, Anne, 260
- BlackBerry, 8
- Blakely, Sara, 100–102
- Blogs, 87, 99, 104, 129
- Blumenthal, Neil, 66–67
- Body Language, 95–96, 286
- Boeing, 217, 254, 256
- Bombardier, Lindsey, 142
- Bosh, 155
- Boston, Mass., 167
- Boston University, 207–208
- Brand awareness, 89
- Branson, Richard, 99–100, 103–104, 136, 152
- Bridgewater Associates, 108–109, 137
- BrightHR, 65
- Brin, Sergey, 127
- Buffer, 86–87
- ‘Bumpit Friday,’ 69
- Burnout, 16, 65, 166
- Business Electricity Prices, 264
- Business goals, 55–59, 159, 281–282
-
- Cadence meetings, 59–60, 115, 158–165
- California, 58, 95, 206
- Canada, 16
- Candidate Experience Research report (Talent Board), 93
- CareerBuilder, 92, 94
- Carnegie Mellon University, 206
- Casto, DJ, 17
- Censuswide, 59, 185
- Chapman, Melissa, 66
- ‘Checklist for Ensuring Hybrid Workers Can Always Find the Information They Need’ (Gartner), 273
- Chennai, India, 201
- Chief Happiness Officer, 86
- Chief People Officer, 143
- Chief Reminder Officer, 232, 254
- China, 203–204, 227, 233, 235, 237
- Chobani, 42–43
- Chrysler, 235–238, 244
- Chua, Roy J., 237–238
- Cisco, 263
- Citigroup, 183
- Clark, Timothy R., 208
- Cloud Computing, 9–10
- Co-CEO model, 65–67
- Co-leadership, 61–68, 80, 282–283
- Collaborative learning, see Group learning
- Collins and Porris, 39, 171–172, 262–263, 276
- Collins Dictionary (Collins and Porris), 70
- Columbia University, 238
- Command and control approach, 125, 134–135, 289
- Common goals, 52–56, 60, 79, 281
- Communication, see specific headings, e.g.: Asynchronous communication
- Communication audits, 153–155
- Communication channels, employee-to-leadership, 126–134, 138, 290
- Company culture:
- and communication channels, 127–129, 148, 225–226
- and conflict, 235–236
- and empathy, 168
- and flat organizations, 118
- focusing on, 105–106, 287
- fostering belonging in, 21–22
- and informal time, 69
- positive, 143–144
- and storytelling, 98
- and team-building, 245
- and transparency, 107
- unifying with, 35–40
- Company values:
- and co-leadership, 63–64
- creating unity with, 35–43
- documenting team values with, 58–59
- identifying business goals using, 55–56
- and informal time, 74–75
- and role modelling, 44–45, 78–79
- and storytelling, 44
- and transparency, 86–87
- Concensus:
- and extreme communication, 113
- leading through, 125–126, 137–138, 289
- and open communication, 108
- Conflict:
- addressing, 234–244, 302–304
- and co-leadership, 63
- coping with, 71
- in cross-cultural teams, 204, 255–256
- and open-door policy, 116–117
- Connection Capital, 250, 255
- COVID-19 pandemic:
- and authenticity, 126–127
- and belonging, 11–13
- effect on communication channels, 147
- effect on hybrid teams, 65, 73–74, 114, 134–135, 142–143, 156, 174, 253–255, 260–262, 267
- and employee engagement, 276–277
- and equity, 186–188
- and hybrid work, 11–13, 33
- and multicultural teams, 253–255
- and team building, 186–188, 244–246
- and transparency, 134–135
- and unifying values, 33–36
- use of empathy during, 165–167
- use of the ‘Suggest to Steve’ app with, 126–127
- CRM (Customer relationship management), 37, 180
- Cross-cultural teams (Pillar IV), 201–258
- awareness programmes for, 216–225
- benefits of, 204–206
- definition, 203
- Cultural Awareness, See Cross-cultural teams (Pillar IV)
- Cultural norms, 217–218, 228, 232, 254
- Culture Amp survey, 111
- ‘Culture champions,’ 276
- Customer relationship management (CRM), 37
-
- Daimler-Benz AG, 235–238, 244
- Dalio, Ray, 112–113, 117, 136
- Dance Central, 69
- Delta Airlines, 105
- Design thinking, 180–182
- Dialectic (workplace learning company), 16
- Direct reporting, 117, 161–162, 172–173, 195
- Disabilities, employees with, 185, 263
- Distance bias, 143, 185, 190, 274–276
- Documenting:
- conflict, 240, 244, 255, 302
- processes, 178, 196, 273–274, 295
- team goals, 58–59, 282
- Dole, France, 1
- Dominican University, 58
- Dropbox, 9
- Duff, Stuart, 74
-
- Edison, Thomas, 60–61
- Edmondson, Amy, 174–175, 208
- EEOC (US Equal Employment Opportunity Commission), 186
- Emails, 52
- and asynchronous communication, 149
- as communication channel, 129
- employee accessibility of, 177
- and influence on employee behaviour, 73
- and informal interactions, 189, 286, 288
- internal, 86
- measuring employee engagement with, 132–133, 147
- and open-door policy, 115–116, 129
- origins of, 7–8
- public, 98, 112–113
- scheduling strategic regular Meetings using, 156–157
- sharing ideas via, 126
- showing appreciation with, 169
- simple language in, 189
- tone of, 189
- Empath Index, 167–168
- Empathy:
- cultivating, 165–174, 195–196, 293–294
- and design thinking, 181–182
- and multicultural teams, 204–205
- The Empathy Business, 168
- Employee engagement, 16, 76
- and belonging, 144
- and empathy, 168–169
- and feedback, 191
- and group learning, 285
- and internal communication, 147
- measuring, 132–134, 290
- and open communication, 109–110, 126–127
- and psychological safety, 194
- and social media, 100, 103
- and storytelling, 221, 300
- surveying, 150–151, 194, 290
- and team building, 247, 276
- and transparency, 16, 135
- Employee morale, 70, 80, 104, 145, 150. See also Team morale
- Employee resource groups (ERGs), 213, 277, 299
- Employee-to-leadership communication channels, 126–134, 138, 290
- Employee turnover, 2, 91, 151–152, 238, 271, 292
- Employee value proposition (EVP), 22
- Equity, 86, 145, 184–191, 196, 267, 296–297
- ERGs (Employee resource groups), 213, 277, 299
- Ernst & Young (EY), 175
- Europe, 3, 28, 30, 52, 156, 204, 206, 211, 223, 227, 235
- EVP (Employee value proposition), 22
- Excluded workers, 29–20, 55, 116, 157, 162, 188, 193, 262–266, 271
- ExpenseOnDemand, 88, 135
- EY (Ernst & Young), 175
-
- Facebook, 247
- ‘Fancy feet,’ 69
- ‘Fancy Fridays,’ 69
- Fear of missing out (FOMO), 16, 101
- Feedback:
- asking for, 130–131, 171–172
- customer, 2, 104
- inspiring teams with, 48–49
- monitoring, 191–192, 196, 276, 297
- and radical transparency, 112
- and social media, 102–103
- via employee-to-leadership communication channels, 129–131
- via pulse surveys, 52, 146
- Finding My Virginity (Branson), 99–100
- ‘First Cup's on Us’ Starbucks gift card, 167
- Fisher, Danni, 117–118
- The Five Dysfunctions of a Team (Lencioni), 253
- Flat organizations, 118–119, 122–127, 137–138
- FOMO (fear of missing out), 16
- Forbes magazine, 100–101, 179, 263
- ‘Forced fun,’ 64
- Ford, Henry, 196
- Four main elements of effective leadership, 138
- The Four-Pillar framework, 25–30, 278
- ‘Four Reasons Your Company Should Pivot To Hybrid Events’ (Forbes), 263
- France, 1, 5, 225–226, 237
- Fraser, Jane, 183
- Fresh n’ Lean, 67
- Front-line employees, 121–122, 125, 137, 289
- ‘Furry friends’ (Slack channel), 72–73
-
- Gallup, 53–54, 168–169, 195–196
- Gartner, 22–23, 273
- Garvey, Deirdre, 133
- Gascoigne, Joel, 86–87
- Gender Gap Report, 187–188
- Genoa, Italy, 5
- George, Anil, 69
- Georgetown University McDonough School of Business, 51
- Germany, 5, 155, 217, 235–237, 244
- Giggster, 52
- Glassdoor, 88, 97, 105, 168
- Glassdoor US Site Survey (2017), 168
- Global Empathy Index, 168
- Global Gender Gap Report, 187
- GlobeSmart program (Boeing), 217, 254
- Globoa, Dave, 66–67
- The Go Game, 247
- Google, 60, 127, 207, 212, 225–226, 253, 256
- Google Cloud, 9
- Google Drive, 68, 177
- Gotomeeting, 9
- Gottstein, Jenny, 247–248
- Gross, Terry, 111
- Group learning, 75–77, 80–81, 285
- Grove, Andrew, 52
- Growth mindset, 48–49, 78
- Groysberg, Boris, 129
- GrubHub, 167
- Guy Fawkes Night, 232
-
- Hall, Edward Twitchell, 203
- Harvard Business Review, 39, 161, 167, 171–172, 194–195, 262, 276
- Harvard Business School, 156, 174, 237
- Harvard Study of Adult Development, 248–249
- Hastings, Reed, 66
- High-context cultures, 202–204
- High Output Management (Grove), 52
- Hilton, 193
- Hilton Garden Inn Krakow Airport Hotel, 165
- Hollister, 167
- Hong Kong, 237
- How to Be Happy at Work (McKee), 250
- HR.com, 92
- Huffington, Arianna, 102
- Hybrid leadership teams (Pillar I), 29, 32f, 33, 43, 78–81, 279f
- Hybrid meetings:
- attention to detail in, 264–265
- hosting, 113–114, 268
- remote attendees at, 260–264
- using the round-robin method in, 266–267
-
- IBM, 175, 216–217, 254, 256
- IBM Communications and Global Delivery division, 217
- IBM Global Business Services, 217
- Idioms, 228–231, 234f, 301. See also Jargon
- Igloo, 264
- Inclusion (included workers), 19, 88, 144, 158, 188, 192, 196, 216, 264–266, 296. See also Belonging; Equity
- and communication, 296–297
- and psychological safety, 206–216, 253–254, 297–299
- India, 203–204, 209, 216
- Informal time, 69–71, 76–77, 284
- INSEAD Business School, 204
- Inspirational leadership, 124–125, 137–138, 289
- Instagram, 101
- Instituto Tecnológico Autónomo de México, 11, 95
- Insurance Journal, 37
- Internal communication, 128
- effect of COVID-19 on, 193
- and employee engagement, 150–151
- and employee turnover, 151–152
- and equity, 296
- failure to handle, 269
- monitoring, 194
- and morale, 145
- and overcommunication, 189, 292
- surveying, 146
- TED approach to, 152–155
- Intranet, 16, 129, 133, 142, 147, 151, 154, 193–194, 292
- Israel Institute of Technology, 206
- ISS Facility Services Inc., 186–187
- Italy, 5
- ‘It Takes Two: The Incidence and Effectiveness of Co-CEOs’ (study), 67
-
- Jargon, 231, 233, 234f, 254, 301. See also Idioms
- Jellyfish, 123–124
- Jersey City, N.J., 227
- Johnson & Johnson, 247
- Jostle (intranet software platform), 16
- JP Morgan, 12
- Jungle Creations, 66
-
- Kahn, William A., 207–208
- Kaplan, Robert, 53
- Kelvin, Lord, 60
- Keyt, Andrew, 32
- Kim, Jennie, 69
- Kopprash, Carolyn, 86
- Kouzes, James M., 50–51
- Kubaska, Ewelina, 165
-
- Laal, Marjan, 76
- The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (Kouzes and Posner), 50–51
- Lencioni, Patrick, 213
- Lenczer Slaght, 142, 193
- Liberation Day, 232
- Lieberman, Matthew, 21
- LinkedIn, 75, 101–102, 105–106
- Lippert, Randi, 73–74
- London, England, 2, 5, 73, 210–211
- L’Oréal, 226
- Low-context cultures, 203–204
- LSA Global, 77–78
-
- McDonough School of Business (Georgetown University), 51
- McKee, Annie, 250
- McKinsey, 18, 22, 119, 121, 188
- Marketing Charts survey (2020), 268
- Marks & Spencer (M&S), 126–127, 138
- Massachusetts Institute of Technology (MIT), 7, 70–71
- Matthews, Gail, 50
- Mayer, Marissayer, 269–270
- MBA degree, 206
- Mehrabian, Albert, 95
- Methot, Jessica, 71–73
- Mexico, 11, 42, 226
- Meyer, Erin, 204
- Michaela (M&S employee), 126–127
- Microsoft Azure, 9
- Microsoft Teams, 262, 274
- Middle East, 156, 206
- Middle management, 119–125
- Middle Management, 137
- Mistakes:
- apologizing for, 242
- and diverse teams, 205
- eliminating, 34
- and psychological safety, 208–214, 298
- MIT (Massachusetts Institute of Technology), 7, 70–71
- MIT Management Sloan School, 70–71
- MIT Sloan Management Review, 71
- Mobility limitations, employees with, 184
- Moha, Seyed, 76
- Moncrief, Ronisha, 186–187
- Morgan Stanley, 12
- Moss, Vanessa, 260, 265
- Motivosity, 174
- M&S (Marks & Spencer), 126–127, 138
- Mulcahy, Anne, 42–43
- Multicultural teams, 204–206, 209, 218, 238, 253
-
- National Association of Background Screeners, 92
- National Health Service (NHS), 126–127
- Netflix, 66–67, 153
- Netherlands, 216, 223
- Net Promoter Score (NPS), 58, 256, 282
- Networking, 16, 114–116, 288
- New communication frameworks, creating, 145, 174–176, 182–184, 196
- New Delhi, India, 201
- Newsletters, 147, 151, 194, 221, 292, 307
- New Tech Benchmark survey, 110–111
- New York City, 265
- Nextel, 236–237
- NHS (National Health Service), 126–127
- 91Springboard, 69
- Non-verbal communication, 95–96
- Non-work-related topics, 71–77, 80, 248–249, 252, 255, 270, 284, 304
- Norton, David, 53
- NPS, see Net Promoter Score
-
- Objective and Key Results (OKRs), 52–53
- Office for National Statistics (ONS), 185
- OKRs (Objective and Key Results), 52–53
- OnePoll, 174, 271
- ONS (Office for National Statistics), 185
- Open communication, 108–117
- and networking, 114–115
- and open-door policy, 115–116
- in open meetings, 113–114
- promoting, 108–112, 136–137, 287–288
- and transparency, 87, 101–102
- Open-door policy, 115–116, 137, 288
- Open meetings, 113–116, 137, 287
- ‘Oscar night’ (informal time theme), 69
- Overcommunication (Pillar III), 141–199, 291f
- and co-creating a new communication framework, 174–184
- and cultivation of empathy and appreciation, 165–174
- and equity/inclusion, 184–192
- via cadence meetings, 161–165
- via strategic regular meetings, 156–160
-
- Paddle, 147–148, 193
- Page, Larry, 127
- Palecki, Jennifer, 244–245
- ‘Panda’ (informal time theme), 69
- Pearce and Sims, 61–62
- Pentland, Sandy, 70–71
- People for Highspot, 244–245, 256
- Picasso, Pablo, 58
- Podcasts, 129
- Porath, Christine, 51
- Positive attitude, 47–48, 102, 280
- Posner, Barry Z., 50–51
- Poulter, Nat, 66
- Pranav, Ayush, 69
- PricewaterhouseCoopers (PwC), 45–46
- Principles: Life and Work (Dalio), 117
- Project Aristotle (Google), 60, 99
- Project management tools, 129
- Proximity bias, 17–18, 185, 190, 274–275
- Psychological safety, 13, 30, 88
- and cultural awareness, 229
- four stages of, 208
- link to performance, 253–256
- promoting, 109, 206–216, 297–299
- and virtual teams, 246–247
- ‘Psychological Safety and Collective Intelligence in Multicultural Globally Dispersed Teams,’ 206–207
- Pulse surveys, 52, 146
- PwC (PricewaterhouseCoopers), 45–46
-
- Questrom School of Business (Boston University), 207–208
-
- Radhakrishnan, N., 299
- Radical Candor: How to Get What You Want by Saying What You Mean (Scott), 111
- ‘Radical transparency’ approach, 108–109, 112, 136–137
- Reclaimai, 161–162
- Reddit, 268–269, 273, 278
- Reference checks, 92–93, 96–97, 285
- RingCentral, 166
- ‘The Rise of the Hybrid Workplace: A Global Survey of Executives, Employee Experience Experts, and Knowledge Workers’ (Cisco), 263
- Role modelling, 44–52, 79, 124, 241–244, 280. See also Tone setting
- Roleshare, 65–66
- Rosetta Stone, 230
- Round-robin method, 40, 113–114, 266–268, 287
- Royal Society for Public Health, 271
- ‘Ruinous Empathy,’ 209
- Rutgers School of Management and Labor Relations, 71–72
-
- SaaS (software as a service), 38
- Salesforce, 9, 38–39, 247
- San Francisco, Calif., 28, 32, 38, 106, 235, 260, 268
- Sapra, Meera, 201–203
- Sarandos, Ted, 66
- School of Management and Labor Relations (Rutgers University), 71–72
- Schultz, Fred, 44
- Schultz, Howard, 44–45
- Scott, Kim, 111, 209
- Seeney, Billy, 117–118
- Shalfrooshan, Ali, 185
- Shared leadership, See Co-leadership
- ‘Shoutouts,’ 52
- Showing respect, 233
- ‘Single source of truth intranet,’ 133
- Skype, 9
- Slack channels, 9, 72–73, 177
- Slido.com, 131
- Slind, Michael, 129
- Smallwood, Dave, 65–66
- Smallwood, Sophie, 65–66
- SMART team goals, 56–59, 281–282
- Social: Why Our Brains Are Wired to Connect (Lieberman), 21
- Social media, 99–108
- and brand awareness, 286
- and transparency, 98
- Software as a service (SaaS), 38
- South West News Service (SWNS), 174
- The Spaceship Company, 103
- Spanx, 100–101
- ‘The Spark’ (TED Talk format), 155
- Sprint, 236–237
- Squarespace, 117–118, 137
- Stanford University, 18
- Starbucks, 44, 167
- State of the Digital Workspace study (2019), 264–265
- Statista, 8
- Stereotyping, 203, 218–219, 229, 233
- Storytelling, 221–222, 225, 254, 300
- The Strategy-Focused Organization (Kaplan and Norton), 53
- Stress, see Burnout
- Stucky, Mark ‘Forger,’ 103
- Sturckow, CJ, 103
- ‘Suggest to Steve’ app, 126
- SWNS (South West News Service), 174
- Synchronous communication, 148–149, 194. See also Asynchronous communication
- Synchrony Financial, 17
-
- Talent Board Candidate Experience Research report, 93
- Taylor, Charlie, 61
- Team building
- activities for, 69–71, 191–192, 196, 255–256, 297
- and cultural awareness, 251–252, 304–305
- definition of, 70
- encouraging, 244–248, 304, 310
- and face-to-face communication, 128, 146, 179
- and hybrid meetings, 262
- and networking, 114–115, 288
- and synchronous communication, 149
- virtual, 245–246
- Team Building Hub, 246
- Team morale, 163, 170, 246, 292. See also Employee morale
- TED Talks, 152, 155
- ‘Think Forward Jam’ (IBM), 175
- ‘Time 100’ list, 100
- Time allocation, 163, 292
- Time magazine, 100
- Tone setting, 44–47. See also Role modelling
- and acknowledgment, 170–171
- among co-leaders, 80
- and authenticity, 132
- and collaboration, 62
- in communcation norms, 228–233
- for conflict, 240–244, 303
- and identifying business goals, 55–56
- for learning, 224, 301
- and open-door policy, 115
- for open meetings, 113–114
- and psychological safety, 210–216, 253, 297
- and role modelling, 51–52, 78–79, 174, 280
- and social media, 102
- and transparency, 286, 290
- Toxic work environments, 32, 45
- Trade Press Services, 152
- Transparency (Pillar II), 85–140
- and alignment, 89–90
- attracting candidates, 91–99
- radical, 108–112, 136
- and salaries, 86–87
- and workplace environments, 88, 101–102
- Twitter, 99, 103, 142
- ‘2016 Udemy Workplace Boredom’ (study), 75–76
- Two-tier workforce, 186, 264, 274–276
-
- Uber, 247
- UCLA (University of California Los Angeles), 95
- Udacity, 69
- Udemy, 75–76
- UK, see United Kingdom
- Ulukaya, Hamdi, 43
- Unconscious bias, 123, 142–143, 301
- awareness of, 218–219
- and career development, 270–271
- cross-cultural awareness of, 225, 237
- and employee engagement, 276–278
- and learning, 224–225
- and the two-tier workforce, 274–276
- United Kingdom (UK), 5, 30, 36, 66, 147, 180, 185, 193, 223, 226, 250
- University of California, 206
- University of California Los Angeles (UCLA), 95
- Unsung Hero, 167
- US Bureau of Labor Statistics, 188
- US Census Bureau, 188
- US Equal Employment Opportunity Commission (EEOC), 186
- US News & World Report, 42–43
- US Surgeon General, 19
-
- Valencia, Carolina, 22–23
- Virgin, 99–100, 152
- Virgin Galactic, 103
- Virgin Media, 99–100
-
- Warby Parker, 66–67
- The Washington Post, 237
- ‘Way of Working’ guidance (Ernst & Young), 175
- Wealthsimple, 73–74
- Webex, 9
- ‘Weekend plans’ (Slack channel), 72–73, 304
- Weiner, Jeff, 105–107
- ‘What Bosses Really Think of Remote Workers’ (article), 173
- The Wheel, 133
- Willink, Jocko, 278
- Wired, 43
- ‘Women in the Workplace’ (report), 188
- Wong, Yishan, 269
- Work and Stress (journal), 51
- The Workforce Institute, 45
- Work–life balance, 16, 172, 193
- Workplace Learning & Development Report (LinkedIn), 75–76
- World Economic Forum, 188
- ‘Worst Cooks’ event (Zappos), 245
- Wright, Adam, 90–91
- Wright Brothers, 61
- Wynhurst Group, 178
-
- Zappos, 245, 255–256
- ZDNet, 9
- Zoho, 201
- Zoom, 36, 52, 68, 73, 128–129, 151, 164, 183, 194, 246, 249, 262, 292, 304
- ‘Zoom-free Fridays,’ 183
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