Umbrex is pleased to welcome Pontus Kristiansson with Altaverita. Pontus spent his early career with McKinsey & Co and Procter & Gamble. Then went on to spend 20+ years as serial entrepreneur and tech CEO before going back to management strategy consulting through his independent practice Altaverita, while also chairing his family office Realinvest.se.
Believes in saving the world through climate impact investing and scaling technological climate solutions. Thrives on helping others succeed. Secret super power: Strong problem solver, with an uncanny ability to explain complex problems and solutions in easy-to-understand yet highly engaging ways. Pontus is happy to collaborate on projects involving new product positioning strategies, business growth strategies and financial market communications – particularly if relating to projects or businesses with a positive climate impact opportunity.
Zaheera Soomar shares a comprehensive and well-researched paper that highlights a framework organisations with remote and virtual teams can use as a guideline to build and maintain trust.
Trust is an important concept in assessing and measuring business behaviour from an organisational performance and culture lens, and has become a source of competitive advantage for organisations especially within the knowledge economy. Studies show that organizations with a high level of trust have increased employee morale, more productive workers, and lower staff turnover. Most organisations factor and measure trust as part of keeping a pulse on their organisational culture and design their initiatives around building and maintaining trust. While it is not impossible to build trust virtually, it certainly is harder and requires a different set of considerations. There has been a big shift by organizations catering for more remote and flexible work conditions over the past decade with the “virtual team” becoming the norm. The recent impacts of the COVID-19 pandemic have forced most, if not all, organizations to move in that direction faster than planned. With this movement to more remote working conditions, that are likely to have longer-term impacts, companies will be faced with challenges that virtual teams typically face in establishing and maintaining trust.
Three key areas covered are:
Read the full paper, A framework for building and maintain trust in remote and virtual teams, on F1000Research.com
As many of us continue to hold a business together through online meetings, Susan Drumm provides expert advice on how to maximize the effectiveness of the virtual workplace, including tips on planning and running online meetings.
Effective virtual meetings? Ha! If they exist, I’ve certainly never attended one.” If this was your thought process when you read the title of this blog post: I get it.
With the COVID-19 crisis and its implications for remote working, it’s more important than ever for leaders to run effective virtual meetings. Teams need leaders who can facilitate impactful meetings that create community and accountability across time zones.
A virtual meeting is obviously different from an in-person one and there are several specific things you’ll need to pay attention to. Otherwise, you are likely to see a fair bit of multi-tasking, surfing the web, phone-in only, or team members turning off their mics to have outside conversations, leaving the team feeling even more disconnected.
I’m not just talking about team members — leaders do it, too. According to a Harvard Business Review study, managers who multitask during meetings are 2.2 times more likely to have direct reports who also multitask in meetings.
My own team is virtual and I’ve been facilitating leadership development programs virtually for years. I know what works and what doesn’t. Here are my best virtual meeting tips for executives.
- Creating connection
- How to handle tangents and derailers
- Using the DIS framework
Read the full article, “Incredibly Effective Virtual meetings: 10 Tips to Plan and Run Them,” on the Meritage Leadership website.