1.

How to Be a Good Boss in Trying Times

Good leadership can be challenging in the best of times. But amid an unprecedented pandemic and economic crisis, even the best bosses are struggling with how to navigate turbulent waters. In this Stanford Business article by Katia Savchuk, Professors Rao and Sutton offer seven tips for being a good boss during a crisis. The ideas are drawn from their Stanford webinar that shared the hallmarks of great leadership during tough times. 

Read the article

View the free on demand Stanford Webinar

2.

3 Ways to Motivate Your Team Through an Extended Crisis

A large part of a leader’s responsibility is to provide structure, guidance, and regulation; yet many workplace studies point to the fact that the most important gauge for a healthy work environment isn’t a strong external framework, but whether individuals can foster internal motivation. In this Harvard Business Review article Anne M. Brafford and Richard M. Ryan have identified three main psychological needs that leaders can meet to help their employees stay engaged, confident, and motivated.

Read the article

3.

How to Plan Your Life During a Pandemic

With the many sudden changes that COVID-19 has brought, planning for the future can feel impossible. When we are faced with high degrees of uncertainty, we tend to worry about all that might happen, and often do so in an unstructured manner. However, as expert Kristel Van der Elst shares in this  MIT Technology Review article, strategic foresight can offer an alternative to unproductive worry.

Read the article

4.

How to Build Rapport … While Wearing a Mask

Nonverbal communication in the workplace is extremely important. This makes communication in the age of COVID-19 more challenging for the obvious reason that masks, a necessary component of fighting the pandemic, hide the parts of our faces that display facial expressions - particularly those micro expressions that we use without thinking to convey as well as perceive sincerity, trustworthiness, and good intentions. In this Harvard Business Review article Dustin York offers sound advice on how to communicate effectively even with a mask on.

Read the article

5.

What Really Makes Us Resilient?

What is this thing called resilience, and how can each of us cultivate it in our own lives? To begin to answer these questions Marcus Buckingham and his team undertook two field studies. The first focused on identifying the sources of resilience, pinpointing the best questions to measure it, and then playing out the specific prescriptions to increase resilience in yourself and those you lead and care about. The second was a global study of resilience around the world, where they asked 25,000 working adults in 25 countries 10 key questions about resilience. In this Harvard Business Review he describes the pattern that emerged, one that revealed not only how you can build resilience in your own life, but also why so many of our senior leaders are pursuing the wrong path in their attempts to increase resilience in those they lead.

Read the article