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The Benefits of Work-Life Balance Flexible working is more than just a trend. It represents a huge change in the way that organizations manage their work and their people. Even before the coronavirus lockdown, many organizations were exploring new ways of operating that allow people to have a better work-life balance. Ways that increase their engagement with, and control over, their work. The lockdown has forced us to adapt to new working patterns quickly. And now, as the restrictions start to ease, we're thinking about adopting some of these new practices in the longer term. What Is Flexible Working? Flexible working is any work pattern that differs significantly from the traditional, office-based, 9 a.m. to 5 p.m. standard. It can involve working from home, working flexible hours, job sharing, or a mixture of all of these. The different kinds of flexible working are: A) Working from Home Working from home is exactly what it says: work carried out by employees in their own

The best team members you’ve ever worked with likely had one thing in common :  Strong self-management skills . As a manager, we don’t want to be pulled into double-checking every detail of a project or answering minute questions incessantly. After all, we have our  own  responsibilities to focus on.  The best employees are the ones who manage  themselves . How do we optimize for this? When hiring and training a team, we will need to pay attention to our potential team member’s self-management skills. Here are some self-management skills to look out for and continually hone within the team: 01: Do they know what to work on first? One of the most important self-management skills a team member can enact is how they manage their time . In particular, this means they internalize priorities well , and know precisely what to work on first . Our team can only make strong progress if everyone is each working on what is most important for the team, in any given moment. An employee with

BEHAVIOURS THAT HELP LEADERS MANAGE A CRISIS The roles and responsibilities of business leaders have dramatically changed in the past few weeks. Before COVID-19, leaders in high-growth companies were focused on fostering innovation, driving revenue, and gaining market share. Today, many of those same leaders must make rapid decisions about controlling costs and maintaining liquidity . They may encounter unforeseen roadblocks — supply chain issues, team shortages, and operational challenges — that drastically alter the scope of their roles and priorities. All the while, they and their teams are navigating health and safety concerns, working remotely, and supporting their families through the pandemic. Those in charge will be tested in areas where they have not fully developed their leadership muscles, and the learning curve will be steep.   To move forward in a crisis, leaders need to cultivate some behaviours in themselves and their teams. They must decide with speed