ConceptsNest

  A debate about hiring for attitude versus aptitude has developed over the years. Nearly every job posting includes the type of experience an employer is seeking, which makes sense considering that companies want to locate applicants who have already demonstrated a certain level of skill in that particular industry or role.  Both the experience (hard skills) and the attitude (soft skills) are given high priority in the initial job requirements. The debate comes to light during the interview and hiring process. Although the initial requirements highlight soft skills and personality traits as important parts of the job applicant’s qualifications, during interviews, many hiring managers focus on hard skills and experience because they are easier to discuss and judge. As a result, many applicants end up being hired based exclusively on their experience rather than on their attitude. Is it better to hire people on the basis of their experience or their potential? If we believe experie

  ***Continued from Chapter 01 (Covered previously: Virtual Teams- Meaning & Interpretation, Trust in Remote Teams, Affective & Cognitive Trust) Link to Chapter -01 Building of Affective Trust In Remote Teams   01: Prioritize On Boarding More Than We Usually Do: According to research, affective trust tends to be more important to foster at the beginning of a relationship . Accordingly, on boarding well becomes even more paramount for virtual team building. A few key elements for remotely on boarding the team may include: 02: Avoid Cliché Icebreakers. How often do we find ourselves asking “How was your weekend?” to break the ice before the start a meeting? Their answers to this question feel worn, tired, and un-engaging.  To shift the mood for the team and build affective trust, we will want our virtual team building to focus on non-cheesy icebreakers. Cheeky, enlivening icebreaker questions can reveal something new and intriguing about the person you might not have

  Now that our team isn’t working in the same office anymore, the things we used to say to each other in the hall – a simple “hello” in the mornings or a smile at someone as we walked by their desk – are absent. Gone are post-lunch catch-ups over coffee or asking about how a co-worker’s weekend was when we go to fill up our water bottle. So what do we do? How do we bring back trust and cohesiveness in the team? Games and activities are charming, sure. But does it truly help build trust in a remote team? We have to dig deeper for more meaningful and more sustainable ways of building trust in a remote team . What is a Virtual Team “Virtual team” is an odd phrase. It sounds like something that only exists in a digital alternate reality. But virtual teams are very much a reality, and they’re becoming more prevalent with each passing day. A virtual team is no longer an outlier. Organizations have realized the benefit of using technology to look beyond their local community for talent

It is safe to assume that an overwhelming majority of the population has now participated in a videoconference. People who may not have even known how to start one six months ago now use them daily —and it is all beginning to feel normal. The technologies that we have all come to rely on have so seamlessly infiltrated our lives that it is easy to overlook their impact. But when we consider the repercussions of remote working, we will see that these platforms have taught us more than just how to use them. They have made us better leaders, collaborators, employees, and employers. Here are some lessons we did not realize we learned from the tools we use to work from home. Lesson 01- Transparency is not so frightening after all: . . . .. . . . . . .   Many of us who came of age in the business world between the 1980s and the 2010s have an innate fear of letting a client see anything before it is “ready.” As businesses, we are entrusted to lead projects that constitute millions of dollar

  The pandemic has had a huge impact on individual and collective health and prosperity, and no one knows when our economy and our society will be healthy again. Yet opportunities exist. If companies and leaders can inspire team members to proactively solve problems, set aside old practices, test and prove innovative ways to work, and pilot new systems, the likelihood of organizations surviving — and, indeed, thriving — is much greater. The single most important component are caring leaders : leaders who adapt to serve their employees and their companies and create positive traction. It is important for leaders to take steps to build trust and cooperation among their employees to maximize productivity and team satisfaction. Modelling best behaviors  and creating shared experiences, they must evolve and adapt, and some behaviors  that can help them are:   1. Develop Rules Of Engagement Ask people what it takes to have a great team, what the definition of a great teammate is

Farmers pay attention to the details . It is not always an innate quality. By sheer hard work, constant research, an investment in time, and consistent habits he or she fosters growth in ways others may not understand. A farmer works harder for better results . We could easily be talking about leadership: it is so much like gardening. As leaders, it is too easy to see the role as one of domination and control. We are in charge and we want everyone to know that. Yet, if we tend a garden or a farm, we learn quickly that the plants have their own way of surviving in the wild. We cannot pull on the green stems. A nurturing approach is not "an" option in leadership; it is the only option . It is also something you can learn with practice and patience, like farming and gardening. To lead effectively, we must nurture . In many ways, the gardening analogy is better than any other analogy (say, running a race, rowing, or building a house). Some things that come out well are: Stre