I’m tired. Are you? The latest wave of Covid-19 is pushing us to new depths of personal resilience. Home schooling is back in the house, hours of screen time for most of us, few options to recover outside the house.
Spoiler alert. Here are the tips to overcome exhaustion for employees and leaders alike:
Understand the difference between urgency and importance, and focus on the latter
Be compassionate by channeling feelings of defiance, anger, and frustration. Meanwhile also drive your employees to action.
Change things up every single day with a focus on energizing your team.
My own tip: go for long walks and talks, fresh air with coworkers does wonders.
New Reuters report on journalism, media and tech. Lots of stuff we already know. Audio and video on the rise, and of course acceleration in subscriptions and digitization.
Interesting bit is that creating a more innovative culture remains a key preoccupation for many leaders. The best ideas rarely come from the top. It is rather audience and data insights (74%), multi-disciplinary teams (68%), and learning from other media companies (48%) that are considered the best ways to generate new ideas, compared with just 26% for top leadership.
Media companies are betting on AI as a way of delivering more personalized experiences and improving production efficiency. I still have to see that one work. Shoot me an email if you have examples that really moved the needle.
So although the best ideas may not always come from the top, there is a difference in who leads. In most endeavors, experience is a good thing. But new research finds that for CEOs, it often carries surprising costs. In a study of 500 CEOs appointed over a 20-year period, the researchers found that those with experience in the role consistently underperformed their novice counterparts over the medium to long term, counterintuitive though it may seem.
Why do so many seasoned leaders lag? The research team believes it happens because they fall back on the playbook from their last job, become overly concerned with cost-cutting, and are less adaptable than rookies, who tend to pay more attention to top-line growth. It is the power of curiosity, adaptability, flexibility, and the ability to confront problems with fresh eyes rather than with rules of thumb.
Similar to us at Mediahuis, The Financial Times is piloting a team drawn from all areas of business, which aims to provide a fresh perspective on company strategy and develop new ideas to help make the FT a better place to work in terms of diversity, sustainability and inclusion.
Devine information if you love visualising charts. It’s easy to visualise data badly. Choose the wrong chart type, omit labels or overload the graphic and you can quickly end up with something that is confusing, misleading or worse. Get all the hints from The Economist in the link.
I love to transform businesses by forging high performance teams, connecting the world of suits to the creative world of sneakers. With these teams I have learnt from our many mistakes and successes, pioneering digital renovations that produced tens of millions in bottom line increases.
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