Showing posts from May, 2021

The impact of personality style on managing remotely

By Neil Shorney, CEO,  Navanter Knowledge Bites . Time to read: 1 minute. One of the key considerations for managing remotely compared to in person, is the needs of the employee. Many employees have, for over a year, been operating in an environment which is contradictory to their personality style – they took jobs which included the ability to work from an office, yet for 14 months, they’ve been working in isolation. It’s not just the isolation from their colleagues which is causing people stress, but isolation from their managers. There are stories of employees working vastly increased hours and suffering from poor work-life balance, not because of pressure from management, but the need to feel that they’re being seen to be working. Without the ability to check in with their manager around the office, they need to be seen to be present. As leaders, we need to lead these people in a way that is sensitive to their personality styles, and their needs as employees. And as people begin co

Tips to communicate the organisational strategy

By Neil Shorney, CEO, Navanter Knowledge Bites . Many leadership teams spend a large amount of time developing goals for their businesses, and strategies to achieve those goals. As leaders tend to have larger salaries, and these leaders all get together in the same room (or video call), this time comes at a cost. So we can say that strategy development is an expensive business, especially if you also bring in a consultant to help with the facilitation of those meetings (which, incidentally, is a good idea). So I find it quite depressing when this investment in the organisation’s future is wasted because the strategy is so poorly communicated. It ends up with a business having great, well-thought-through plans, that no-one knows about. I remember doing some work with a company a couple of years ago, for middle managers to work to align their team strategies to the organisational one, and when I arrived in the training room, I was shocked to hear that I knew more about the company’s st