Most leaders recognize, your team is going to make mistakes. The challenge is, all mistakes are not equal. There’s a big difference between errors of apathy and errors of enthusiasm. Errors of apathy are the kind of mistakes that happen when no one feels responsible, so everyone just passes.
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People often assume that because I talk about Noble Purpose, I don’t care about money. Nothing could be further from the truth. I care very deeply about money, because I understand the impact it has on our lives. Backstory: I’ve been broke – like bankruptcy level broke – so.
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The traditional signs of a toxic in-person culture are fairly obvious: long faces, snide remarks, groups of people huddled around the water cooler, who immediately stop speaking when the boss walks in. In the current virtual world, toxicity is harder to pick up on. It sits beneath the surface.
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“So, how’ve you been?!” You search for the words. Between unrelenting work chaos, managing virtual school, and the constant anxiety of dealing with a pandemic, it’s hard to know how to respond to a well-intended reach out like this. “Uh, we’re hanging in there! Crazy time right!?” You awkwardly.
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“No worries!” you politely replied, when in fact, this has caused you many worries. “Feeling good!” you forced, when in fact, you felt awful. “We can rally!” you cheered to the team, when in fact, you knew that things didn’t look good. Maybe you’ve done this; Carefully picking and.
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I recently reconnected with some of my old college friends. Like many reminiscing conversations, we laughed about cramming for finals, gross frat parties, and some of our more memorable professors. We look back fondly on that period of our lives, in our early twenties, when our heads were filled with.
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Starting today, the majority of LinkedIn’s 15,900 employees worldwide are getting a paid week off. I’ve been a LinkedIn Learning (course) author for the last 5 years and have been fortunate to work with many of LinkedIn’s internal teams as well. I know firsthand, LinkedIn has always played the.
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*Burnout* seems to be the word of the year. For many organizations, the shift to virtual work, an onslaught of urgent changes, and the ominous shadow of an uncertain future have contributed to a workforce that is exhausted. Much of what has been written about burnout is directed at managers..
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When teams that were used to working together in person shifted to virtual, they had a wellspring of mutual goodwill to draw upon. They’d been through change, challenge, and growth together. The existing goodwill enabled them to power through virtual work even when it may have been frustrating or.
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If you’ve ever tried, and perhaps succeeded in achieving a big goal, you know that great results require hard work (and lots of it). The sacrifice and struggle associated with accomplishment are part of the puritan work ethic, bootstrap-it-up mythology many of us have been marinating in since birth, both.
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