The arrival of Covid-19 transformed far more than our workplaces in 2020 and is thought to have brought forward remote working by 10 years - all in a matter of a few weeks. As the year went on, we waited for the ‘new normal’ to arrive - and we’re arguably still waiting. In the process, much changed about the way we now work. What started in 2020 was barely the tip of the iceberg.
The Covid-19 pandemic dramatically altered the blog content covered by Monkey Puzzle across 2020. Many of our additional articles addressed the impact of the virus on the mental health of the workforce, and with good reason. It affected everyone, at all levels, both inside and outside of work.
We are often asked how we know when someone is ready for personal development. Of course, people can develop at any point in their lives, but people often want to know how they can be sure it will be worth it and if they’ll get the most out of it.
Even before the outbreak of Covid-19 and the global pandemic, workplace anxiety was gaining recognition as a significant issue for organisations to manage. Mental health charity MIND reported that 1 in 6 workers are dealing with mental health problems such as anxiety, depression, or stress. These conditions can stop people from performing at their best if employers don’t take steps to understand and manage the issues.
For a sector so dependent on the productivity and engagement of its people, the tech sector has always been at the centre of a paradox - technical people aren’t known for being natural people managers. As a tech leader that puts you at disadvantage, especially when there’s a huge amount resting on getting the best from your people.
Coaching is such a broadly used term it’s hard for people selecting coaching or experiencing coaching to know what to look for - or for some to understand why they are receiving it. Indeed, when we are training coaches, they often report experiencing mixed reactions from the people they are commissioned to work with. Some feel pleased about being coached, others less so.
Every leader or business owner wants to see more productivity, but there’s no set formula for achieving it. Productivity comes from a blend of an engaging culture, effective relationships, and being able to manage both time and stress. What’s more, creative people tend to need to be together to collaborate - and that’s something remote working has largely prevented these past few months.
No one wants to leave a job they love because of burnout. Yet sometimes this feels like the only way out, despite the risks to career and finances. However, some people do recover - and do so while staying in their roles. For those that don’t succumb to burnout, how do they manage this and what advice can others take from this experience?
Creativity and innovation tend to fuel rapid business growth. Whether it’s ground-breaking design, new technology or a reputation for creative excellence - it can attract an influx of new business and new people. Add entrepreneurial leadership to the mix and things can really fly.
Is it really possible to solve unconscious bias in organisations? We are often asked this question. We commonly team up with specialists in diversity, equity and inclusion to assist in cultural change programmes designed to do just this. So yes, we believe there are ways to address and manage unconscious bias - both in ourselves and in others.
Creative people are often complex, and come with complex issues. It’s part of what makes them great at what they do - but not always easy to manage. Getting top creative talent to work well together calls for an understanding of their motivations and their behaviours.
By creative, we mean truly innovative people and while we tend to think of designers, it also covers professions like architects, product developers and content creators - roles that produce the exceptional work that defines an organisation.
This is a common dilemma we hear from many excellent CEOs. They are stuck in a conflict between caring for their staff and wanting them to deliver. That’s probably why we are often asked ‘What is the sweet spot where people are performing at their best without negative consequences for their wellbeing?’.
