Month: February 2024

Is working from home (WFH) a wonderful thing for workers and companies, or a necessary accommodation during the pandemic that needs to go away? The truth is probably somewhere in the middle as we better understand the limitations of working from home and its long-term impact on the workforce. In our work with frontline leaders and staff, we’re seeing three major realities emerge: Managers with remote employees have to work differently – and often harder – to keep them meaningfully connected to the company and their colleagues. Organizations should be asking themselves whether they are giving these leaders the training, support, and resources (including time) that they need to retain staff and successfully meet operational, quality, and service goals. Remote work is tougher for new

In our last blog, we outlined a smarter way for managers to approach S.M.A.R.T. goals. Focused on how to achieve results rather than just improving goal-writing, our model emphasizes how leaders can better use goals to focus their team’s efforts, gain buy-in, and deliver superior outcomes. In doing so, we changed the M, A, and T in the original model: While there are a few variations on the original S.M.A.R.T. goals model, the “S” almost always stands for “specific.” Writing a SMART goal that is specific means that all aspects of the goal are clearly defined and that it answers the standard 5 Ws (who, what, when, where and why). But even when a well-written goal is specific, it still usually focuses on what you