Editor’s note: Here we have the behavioural economist’s view on how managers can adapt their behaviours to work effectively with their remote teams. There are some useful tips on communications and building trust.
Editor’s: Lots of great resources here for managers on how to manage through a crisis. Curated by the Chartered Management Institute.
Editor’s note: MITSloan Management Review has made its resources for managers free during the pandemic. Topics covered include managing stress and emotions when working remotely, overcoming remote work challenges and leading remotely.
Editor’s note: New research from Degreed shows that only 40% of workers agreed that their manager helps them to understand what skills they need to advance in their careers and 22% said their managers do not encourage learning at all. It would seem that winning over managers to support team and individual development remains a challenge for organisations.
Editor’s note: The reason is not what you think. This is not an ego issue, rather an issue of empowerment. Research suggests that managers aren’t empowered to act on ideas from their teams. Rather they are encouraged to follow short term goals, which get in the way of pursuing ideas that might affect those goals and have longer term benefits.
Editor’s: Here are some great insights – and tips – on developing effective management training. These tips are based on a vast amount of research by Google into what makes an effective manager.
Editor’s note: Management professor and journalist Stefan stern provides some good tips for managers on how to survive the coming year.
Here are our edited tweets from the launch of #good practice’s #research into how UK…
Here are our edited Twitter highlights from the #good practice webinar on their latest research…
Editor’s note: This is an excellent article on why organisations need managers. The evidence, and there is plenty cited here, suggests that removing managers has a negative impact on the organisation.
Editor’s note: New research by GoodPractice reveals the challenges that managers find most difficult and frustrating. This is a good report to benchmark against. What are the challenges and frustrations of managers in your organisation?
Editor’s note: It would seem that managers’ views of their own capabilities as managers fall well short of what their direct reports think.
Editor’s note: Hot on the heels of the Good Practice research report into how managers learn comes this report on the same topic from the Chartered Management Institute. The findings suggest organisations must do better when it comes to designing digital learning experiences.
Editor’s note: GoodPractice has carried out deep, qualitative research into how managers and leaders learn. Great data here to help shape more compelling learning experiences.
Editor’s note: The role of managers in learning is raising its head – look at the CIPD conference talks and City & Guilds learning trends, for example. This article suggests three surprising new skills for managers.