The Corona pandemic has led to a surge in digital work. Home offices have gone from being the exception to the norm; in particular, the measures taken to combat the COVID-19 pandemic led to a very large number of workers, especially knowledge workers, being forced to work from home.
The American industrialist Jean Paul Getty is said to have once stated that contracts are useless. If you can trust your partner, you don’t need contracts, and if you can’t trust them, contracts are useless. The well-known saying of trust and control should be reversed: Control is good, trust is better. Trust is well researched, we know how it is created and how it can be lost again, how it can be strengthened and how it has to be earned.
Most organizations face similar problems – how to deliver an efficient business today while at the same time, working on innovative ideas to deliver a secure tomorrow – all with the same resources. How is this supposed to work? And many organizations are still struggling with functional silos, where hierarchy and egos drive behaviours, yet…
How do network leaders lead their employees? In network-like, fluid, or holocratic organisational structures, there is rarely a fixed leadership relationship between employee and supervisor; instead, leadership responsibilities are assigned on a project, task force, or even network basis. For this reason, traditional top-down methods no longer work. Instead, methods for building and stabilising networks…