Tuesday, January 11, 2022

g-f(2)804 The New World (1/11/2022), MIT SMR, Six Ways Leaders Can Adapt to the Workplace of 2022


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"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital ageThe New World, Workplace (1/11/2022)  g-f(2)426 


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Six Ways Leaders Can Adapt to the Workplace of 2022


    We turned to some of MIT Sloan Management Review’s contributors from the past year with a question: What key change must managers make to adapt to the workplace of 2022?
      1. Embrace Inclusive Leadership
      2. Cultivate Better Collaboration for Teams
      3. Be Curious About What You Don’t Know — and Create Space for Dialogue
      4. Prevent Bias From Hindering Employee Growth
      5. Foster Respect by Building Connections
      6. Empower Peer Coaching and Leadership on Teams


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      References




      ABOUT THE AUTHORS


      Ally MacDonald


      Ally MacDonald (@allymacdonald) is senior editor at MIT Sloan Management Review.



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      Lessons learned, MIT SMR

      Golden Knowledge (GK) Juice


      1. Embrace Inclusive Leadership
        • The key change leaders must make to adapt to the workplace of 2022 is to be more inclusive in their leadership. At its core, inclusive leadership means that leaders commit to ensuring all team members are treated equitably. 
        • The most difficult piece moving forward is to engage in courageous and difficult conversations in your sphere of influence as a leader. It’s time to modernize the concept of leadership for managers by giving them the space and place to think differently on how to be an inclusive ally and advocate in the workplace.
        • — Curtis L. Odom, executive professor of management in the D’Amore-McKim School of Business at Northeastern University and author of “Why Pivoting People Is a Strategic Priority
      2. Cultivate Better Collaboration for Teams
        • As we move into an increasingly hyperconnected and hybrid world of work, managers will need to intentionally craft team and unit networks that drive performance, innovation, and engagement. 
        • Increasingly, performance will be delivered through networks that form more rapidly and effectively inside and outside of these efforts. 
        • Managers will need to improve how they cultivate these networks.
        • They will need to guard against each of the six collaborative dysfunctions that emerge in teams when collaboration is not intentionally cultivated.
        • — Rob Cross, the Edward A. Madden Professor of Global Leadership at Babson College and author of “Use Networks to Drive Culture Change
      3. Be Curious About What You Don’t Know — and Create Space for Dialogue
        • Managers have been trained to focus on a business issue, come up with the answer, and direct employees on what to do. Whilst these embedded assumptions won’t change overnight, we’re seeing a fascinating shift.
        • Increasingly, employees expect managers to take activist roles in areas such as climate change, modern slavery, and race and gender equity.
        • Dialogue requires humility, an appreciation of power and how to exercise it, and an insatiable curiosity about what we don’t see and know. For innovation, learning, and the capacity for human flourishing, managers must create spaces for dialogue in systems that try to squeeze it out.
        • — Megan Reitz, professor of leadership and dialogue at Hult International Business School and presenter of the Work/22 symposium session “Leading in an Era of Employee Activism


      Condensed knowledge




      Lessons learned, MIT SMR

      Golden Knowledge (GK) Juice


      4. Prevent Bias From Hindering Employee Growth
      • Proactively combat the “out of sight, out of mind” bias. This tendency makes it easy for managers (especially those working in hybrid environments) to unintentionally measure and reward access instead of performance.
      • One way to counteract this bias is to make lists and check them twice.
      • — Liz Fosslien, head of content at Humu and author of “What You’re Getting Wrong About Burnout
      5. Foster Respect by Building Connections
      • Most of us view work as more than a paycheck, which isn’t to say fair pay isn’t important. But we often default to transactional factors as a means of retaining and attracting employees — compensation being one of these. But people also need to feel respected, valued, and acknowledged, and this comes down to how we relate to one another as individuals. 
      • — Martha Bird, business anthropologist at ADP’s Innovation Lab and author of “Remaking the Workspace to Boost Social Connection
      6. Empower Peer Coaching and Leadership on Teams
      • We know that many of the social and emotional needs can be helped through peer relationships and support, allowing managers to prioritize team needs without burning out. Peers are better able to express empathy and compassion, solve problems, and make the time. As a manager, rather than solving for the need, set up the systems to help your team help each other.
      • — Aaron Hurst, CEO and cofounder of Imperative and author of “Developing Future-Ready Skills With Peer Coaching


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      • Category 2: The Big Picture of the Digital Age
      • [genioux fact deduced or extracted from MIT SMR]
      • This is a “genioux fact fast solution.”
      • Tag Opportunities those travelling at high speed on GKPath
      • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
      • Type of validity of the "genioux fact". 

        • Inherited from sources + Supported by the knowledge of one or more experts.


      References


      “genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)804, Fernando Machuca, January 11, 2022, blog.geniouxfacts.comgeniouxfacts.comGenioux.com Corporation.


      ABOUT THE AUTHORS


      PhD with awarded honors in computer science in France

      Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts"The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




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