Companies shifted quickly and unexpectedly to remote work in early 2020, but leaders planning for a post-pandemic future have an opportunity to take a more intentional, strategic approach to remote work. Most likely this will involve revisiting a number of 1) company policies and 2) management practices. The authors examine key emerging trends in these areas and suggest a number of questions leaders should ask themselves as they plan for their organization’s optimal mix of remote work.

A proactive implementation of remote work may require updating company policies to fit the needs of a dispersed workforce. As companies reconsider existing policies, they’ll need to address the following questions. What’s the right mix of remote work for your organization?

Possible scenarios include a primarily remote, hybrid (with employees in the office part-time, typically two or three days per week), or a primarily in-office setting. To determine the optimal policy for your organization, leaders should factor in the following strategic considerations:

· Nature of the work. Independent tasks that do not rely heavily on collaboration or coordination with others are ideal for remote work. Highly collaborative work can also be successful remotely but requires more effort to manage. Obviously, some jobs simply cannot be performed remotely, but these may be fewer than you think. Companies continue to stretch the boundaries of remote work, with technologies like robotics and augmented reality being used to enable remote machine maintenance in manufacturing, and even some medical screenings and diagnosis functions.

· Experience level of the workforce. New employees or those recently promoted typically benefit from an initial period of time in the office, both to build relationships and to gain the implicit knowledge that can be more easily absorbed in the office environment. If the workforce is primarily remote, synchronous virtual orientation sessions or on-site retreats may be beneficial.

· Employee preferences. Individual choices should be taken into consideration given differences in personalities and preferences for remote work. Although some employees may indicate preferences now, those conversations should be revisited as work patterns and routines normalize.

· Real estate costs and carbon footprint. Less may be more to position for sustainability or scalable growth.

How do you promote safety working remotely?

How do you work? Completely remotely or a hybrid model?

Makarius, E. E., Larson, Z., and Vroman, S. R. (2021, March). What Is Your Organization’s Long-Term Remote Work Strategy? Harvard Business Review.

Email culture is broken — and fixing it will require a concerted effort. To start, individuals must think bigger than protecting their own inboxes, focusing instead on reducing the collective email traffic of the team as a whole. The authors review the basics of email etiquette and suggest three strategic habits that can help teams and organizations move toward what they call a compassionate email culture.

Protecting your colleagues’ inboxes starts with getting the basics right. Let’s review:

· Curate and focus your recipient list before you hit send. Does everyone really need to be on the thread? Remove anyone unnecessary; they can always be added later.

· Write succinctly and in an organized fashion. The content of every message should be clear and specific: What’s the question, the request you need approved, or the information you need to deliver?

· Apply situational awareness. Ask yourself: Does this conversation really need to happen over email? Could it be a phone or video call instead? Many messages can be deferred until the next casual conversation or routine scheduled meeting.

Email culture is broken. No matter how hard we try, it feels impossible to actually reach inbox zero. But to fix the problem you have to think outside of your own inbox. It may sound counterintuitive, but focusing on reducing your team’s collective email traffic will help create a better culture for everyone. Here are three strategic habits that will help:

1. Consider BCC. Use BCC for any email to two or more recipients that doesn’t require them to communicate directly. This reduces the possibility of an endless reply-all thread or conversations that veer off-topic. If you need to discuss things as a group, consider a meeting instead.

2. Be conscientious about timing. Do your best to make sure your emails are delivered during the work day. Off-hour correspondence unfairly distracts the recipient, who might reflexively feel the need to reply in the moment.

3. Use plug-ins. Whether they're used for scheduling emails in advance, sending meeting invitations directly to your recipients' calendars, or simply "liking" a message instead of sending a response, in-app or third-party plug-ins can help you reduce the number of messages you send each day.

Leveraging these powerful concepts, along with practicing the basics of email etiquette, will help you protect your colleagues’ inboxes and foster a compassionate email culture. If the collective community starts to respect others’ workload and schedule, there will be less email all around. In this model, everyone wins.

How do you write your emails??

Are your emails direct or compassionate?

Landry, A., and Lewiss, E. (2021, March). What a Compassionate Email Culture Looks Like. Harvard Business Review.

Lovro Peterlin se je A1 Slovenija pridružil leta 2017 kot glavni direktor prodaje in naročniškega sektorja, junija 2018 pa je prevzel še položaj Managing direktorja. Pred prihodom na A1 Slovenija je bil od leta 2007 direktor podjetja Linea Directa, sestrskega podjetja Studia Moderna, ki se na 19 trgih vzhodne in srednje Evrope ukvarja s storitvijo klicnih centrov ter prodajo in z upravljanjem popolnih nakupnih izkušenj za več kot 350 poslovnih partnerjev. Z mednarodnimi izkušnjami, večletno prakso s področja razvoja novih poslovnih priložnosti in neposrednega vodenja predvsem generacije Y svoje znanje deli tudi s številnimi podjetniki ter je svetoval mednarodnim podjetjem na področju prodaje, marketinga ter vzpostavitve in upravljanja učinkovitih prodajnih timov.

Poleg tega ima izkušnje iz tujine, saj je kot strateški marketinški svetovalec deloval v Italiji in na Kitajskem. Je nekdanji predsednik Sekcije mladih managerjev Slovenije, mentor številnim mladim v okviru AmCham Slovenija in eden redkih Evropejcev član prestižne globalne žirije za izbor mednarodne nagrade s področja direktnega marketinga in prodaje ECHO Awards. Lovro je tudi član upravnega odbora DMS.

Naj quote: if you are tired learn how to rest, not quit.

Naj knjiga: Barcelona way

Naj serija: the band of brothers

Hobiji: potovanja, tenis, smučanje, branje

Najljubša hrana: palacinke z marmelado

Najljubši podjetnik: Richard Branson

Naj app: trailforks

Trije nauki:

· Assumption is a mother of all fuckups;

· Ne glede na to če misliš da zmoreš ali pa ne, imaš vedno prav;

· Če se ne predas, te ne morejo premagati

Frequent breaks help recharge our batteries at work, and while screen-free respites are usually best, sometimes you just can’t get away from your devices–and sometimes you just don’t want to. But the good news is that tech-based or -enhanced breaks can give you some of the same benefits as the offscreen variety if you are able to include some combination of physical movement, social interaction, and brain stimulation. Whether you’re facing back-to-back video calls or just a non-stop flurry of email, work can leave you in a screen haze unless you make a point of taking periodic, regenerative breaks.

Here are some examples of tech-based breaks that meet these criteria. Consider these alongside your yoga sessions and coffee runs for breaks that put the time between meetings to good use, so that you actually feel refreshed and restored when the next one begins:

· Get an on-screen workout. Combine gaming with movement and you have a double-duty stress buster. So take a few minutes to play a physically active game like Wii Sports, or if you prefer to get outside, chasing down a new Pokémon in the mobile game Pokémon Go.

· Sing out, Louise! Physical activity doesn’t necessarily mean a workout. A growing range of studies have investigated the physiological mechanisms that make music such a powerful stress reducer, as well as the particular benefits of group singing when it comes to creating a sense of wellbeing and “social flow.”

· Take a story break. Fire up your favorite audiobook app and pick up your knitting, do the dishes, or go for a quick stroll—all while listening to a short story or novel. No, don’t try to pack in a little more work time by listening to a business book: The whole point of this break is to combat the emotional disconnection that can set in when you’re working remotely.

· Take a conversation break. It’s not an accident that audio-only social networks like Clubhouse and Twitter Spaces have taken off at a moment when we’re cut off from the casual chit-chat of the office. Dropping in on an audio social network can give you little bit of that spontaneity: Whether you listen into a panel conversation that inspires you with fresh ideas, or jump into a smaller room for a little bit of chit-chat, an infusion of other humans can leave you re-energized, and may even give you a new angle on a project or problem.

· Beat the clutter. Research has shown that household clutter can make people depressed and overwhelmed—and if you’re working from home, you don’t get a daily 8-hour break from its impact. So pick a small decluttering project somewhere in your home, like that messy drawer in your kitchen or the pile of papers on your desk, and take ten minutes to whip it into shape.

· Tune up your brain. A 2014 study of cognitive activities that can mitigate the risk of Alzheimer’s suggested that any kind of cognitive play — cards, crosswords, checkers — is associated with better cognitive performance. Try Jeopardy, Memory Match or Song Quiz while you stretch, walk or tidy up.

There’s no rule saying you have to include your gadget in the breaks you take as a remote worker. But in those moments when stepping away is difficult — or if (like me) you really don’t want to necessarily switch off and unplug — don’t let that stop you from recharging your body and brain throughout the workday, just as diligently as you recharge your gadgets.

Do you take mental breaks and unplugged?

What do you like to do to get unplugged?

Samuel, E. (2021, March). Taking a Break Doesn’t Always Mean Unplugging. Harvard Business Review.

Manca Korelc je LinkedIn strokovnjakinja, soorganizatorka LinkedIn Local dogodkov, največja ljubiteljica jezer, športnica, raziskovalka vsega lepega, avtorica knjige The Slovenia Lakes. Njena pot v digitalnem marketingu se je začela v letu 2008 v eni izmed največjih agencij v regiji - Httpool. Takrat je bila v vlogi tržnice oglasnega prostora in spomni se, kako neznan ji je bil ta svet. Dodiplomski študij je zaključila na Fakulteti za turistične vede in takrat se ni veliko govorilo/učilo o digitalu. Karierno pot je nadaljevala v različnih spletnih agencijah, potem kot vodja marketinga na Odeji, kjer se je prvič v karieri srečala z B2C. Ni se našla v tem svetu, zato je prestopila nazaj v B2B in oktobra 2017 šla na svoje.

Naj quote: »Be so good they cannot ignore you.«

Naj knjiga: moja – The Slovenia Lakes.

Naj serija: ne gledam serij

Hobiji: tek, kolesarjenje, jezera, potovanja

Fun fact: zbiram odpiralce pisem – vedno, ko grem na potovanje, enega kupim

Najljubša hrana: špageti bolognese in gobe v vseh oblikah

Najljubši podjetnik: nimam najljubšega.. bom rekla generalno – tisti, ki je materialno ustvaril res veliko, ampak je ostal predvsem Človek

Naj app: LinkedIn in google maps

Trije nauki:

· LinkedIn je kot vsaka stvar, treba je začeti in nato vztrajati;

· Ni najboljšega časa, kdaj začeti, nikoli ne boste dovolj pripravljeni,

· Naučiš se sproti pri delu, ne pri pisanju strategije

It’s natural for leaders to emphasize the importance of hitting financial targets, but making numbers the centerpiece of your leadership narrative is a costly mistake. Financial results are an outcome, they’re not a root driver for employee performance, and a growing body of evidence tells us that overemphasizing financial targets erodes morale and undermines long-term strategy. Leaders looking to motivate employees must instead use their time with their teams to build belief in the organizational purpose. How to achieve this? What tactics can we use?

Leaders seeking to ignite creativity and drive exponential effort must go upstream, using their time with their teams to build belief in the organizational purpose, the intrinsic value of the employees’ work, and the impact the teams have on customers, and each other. Here are three ways to do that:

As we face a future of potential uncertainty and unrest, it’s crucial for leaders to help their teams stay engaged. You can improve your team’s performance (and their emotional well-being) by making sure your airtime, your metrics, and your language communicate one simple message: Your work matters.

How do you communicate with your employees?

Do you share financial information?

How do you motivate your employees?

Earle Mcleaod, L. & Lotardo, E. (2021, February). Financial Targets Don’t Motivate Employees. Harvard Business Review.

Nataša ima več kot 17 let izkušenj s področja strateškega in digitalnega marketinga ter digitalne transformacije.  Kariero je začela v globalni svetovalni hiši A.T. Kearney, kjer je 4 leta delala z upravami vseh večjih podjetij v regiji in tudi Nemčiji. Kot strateška direktorica na Pristopu in Renderspacu, ter direktorica marketinga in prodaje na IEDC Poslovni šoli Bled pa je svoj fokus usmerila na področje digitalnih transformacij in digitalnega marketinga. Nataša je ustanovila Vareo, svetovalno martech agencijo, saj je prepoznala velik razkorak med tem kar so trendi na trgu in dejansko implementacijo in uporabo digitalnih tehnologij v podjetjih. Ostajajoč zvesta svojemu prepričanju, da poslovni cilji usmerjajo strategije in aktivnosti, je zbrala ekipo izkušenih strokovnjakov, ki si prizadevajo da so tehnološke rešitve res v službi marketinga in ne obratno. Nataša je aktivna članica Društva za marketing Slovenije, kjer je bila tudi članica upravnega odbora in vodi Akademijo za mlade marketinške talente. Polega tega je so-ustanoviteljica inovativne platforme TALENTcloud za izmenjavo zaposlenih med podjetij pod pokroviteljstvom AmChama. Nataša je predavateljica Strateškega digitalnega marketing na podiplomskem MBA študiju na University of New York in Prague ter na dodiplomskem študiju na Gea Colleg-u.

Naj quote: v bistvu sta dva, ki sta me oblikovala: “raje se opraviči, kot pa prosi za dovoljenje” (avtor neznan) in “fokusiraj se na stvari na katere imaš neposreden ali posreden vpliv, vse ostalo je nepotrebna izguba energije” S. Covey

Naj knjiga: glede na to, da mi je branje hobi, se je težko odločiti za naj, je pa bila ena izmed tistih, ki je preusmerila moj tok poslovnega življenja knjiga MJ Demarca - Unscripted

Naj serija:podcast serija: Growth Think Tank; Netflix serija: Marseille

Hobiji: jahanje (preskakovanje ovir), downhill mtb, smučanje, hribi, potovanja (ko so bila še možna), branje

Najljubša hrana:vse kar skuha moj mož

Najljubši podjetnik: Emil Tedeschi

Naj app: uf, brez njih ne znam živeti

Trije nauki:

· Verjemi vase,

· Sledi svojim ciljem in ne odnehaj, dokler nisi zadovoljna z doseženim,

· Vedno najdi čas, da proslaviš male in velike uspehe.

These are trying times for optimists. Covid deaths remain tragically high. Job growth remains stubbornly low. So many of our colleagues and kids are feeling stressed, exhausted, angry — “hitting the pandemic wall.” It’s important for all of us to get our optimistic groove back. leaders help their colleagues be realists — and optimists. But whether you’re running a company or managing a team, how do you keep your colleagues upbeat when the whole world is feeling down? How do you keep hope alive when things seem pretty hopeless?

Here are four pieces of advice, drawn from renowned thinkers on organizational life, innovation, even meditation, that will help you shape a more positive future:

· Insist on crisp execution, but make room for “organizational foolishness.” In times as demanding as these, it’s impossible to succeed without embracing the grind, the day-to-day struggle to meet the needs of anxious customers, collaborate with stressed-out colleagues, balance work and family. Achieving that balance has never been more important, not just for the healthy performance of the organization, but for the mental health of your colleagues.

· Invite everyone to become a problem-solver, then give them room to fix things. More than a decade ago, Sara D. Sarasvathy published an influential study of how innovators and entrepreneurs actually get stuff done. The mythology, she argued, is that successful innovators predict a future, others can’t see, develop a finely tuned plan to turn that future into reality, and attract the financial and human resources to back their efforts. In reality, most change agents start with “who they are” (their “traits, tastes, and abilities”); use “what they know” (their “training, expertise, and experience”); and add “whom they know” (their “social and professional networks”).  By encouraging your colleagues to do, in the words of Theodore Roosevelt, “what you an, with what you’ve got, where you are,” leaders create a spirit of agency that leads to optimism.

· Don’t just champion new ideas; strengthen personal relationships. In times of unprecedented turmoil, there is an understandable temptation for leaders to bet the future on game-changing ideas: digital disruption, product reinvention, organizational transformation. All too often, though, leaders who champion futuristic ideas overlook the human and emotional connections that keep colleagues upbeat today. Leaders need to tend first to their “three feet of influence” — the clients, patients, people and teams closest to them.

· To counter so much bad news, share every piece of good news. Experts on human psychology don’t agree on very much, but nearly all agree that people respond more viscerally to bad news than good. To keep people optimistic, they advise, leaders should emphasize (even over-emphasize) hopeful stories and positive developments. Research psychologist Robert F. Baumeister estimates that it “takes four good things to overcome one bad thing.” So pop a (virtual) cork whenever a team hits an important milestone. Hold a department-wide Zoom bash when you land a new client. Distribute a newsletter that highlights what’s going well, to help people compensate for what’s gone poorly.

What is your recipe for staying optimistic and motivated?

Do you ever find yourself in a situation, where everything is not going your way?

Taylor, B. (2021, February). How to Stay Optimistic (When Everything Is Awful). Harvard Business Review.

S Stašo Mlekuž sva se pogovarjala o osebnih izkušnjah z življenjem v tujini, o razlikah med starim in novim načinom vodenja ekip, o tem kaj v življenju res šteje in nenazadnje zakaj je nujno vsake toliko časa narediti osebno inventuro in reči ne.

Staša Mlekuž je posameznica z barvito mednarodno poslovno in študijsko potjo, na katero se je podala takoj po zaključku študija turizma. Delovala je v deželah kot so Grčija, Mavricij, Indija in Šrilanka, na kateri se je izpopolnjevala v vlogi voditeljice in svetovalke s področja upravljanja odnosov s strankami, v turizmu.  Na domačih tleh si karierno pot utira na področju vodenja projektov v marketingu in prodaji, verjame v vse življensko učenje, nesebično deljenje znanja in povezovanja na večih nivojih. V sklopu podjetniškega združenja Business Intelligence Centra je članica upravnega odbora, kjer skrbi za strateška partnerstva in članstva. Ljubezen do povezovanja in organizacije dogodkov ji omogoča programsko direktorstvo največje mreženjske SME NetPRO konference v Sloveniji, že 6 let zaporedoma le ta pritegne več kot 170 strokovnih udeležencev. Je tudi članica Nadzornega odbora v občini Domžale, saj meni, da se morajo mladi, vsaj na lokalnih nivojih vključevati v upravljanje države.

Zaključila je mednarodni študij MBA na Australian Institute of Business, v prostem času se ukvarja z različnimi športi, za nesebično deljenje znanja in izkušenj pa poskrbi preko svetovanja mikro podjetjem in podjetnišlim upom. Želi in upa, da bi vsi spoznali v kako lepi državi živimo. Njena superpower pa je : Zmožnost nenehnega iskanja rešitev, visoka odpornost in drive!

Naj quote: Na koncu bo vse dobro. Če še ni dobro, pa še ni konec.

Naj knjiga: Angela Duckworth

Naj serija: spremljam trende in se prilagodim.

Hobiji: gorsko kolesarjenje, hoja v hribe, bootcamp.

Najljubša hrana: morska hrana.

Najljubši podjetnik: Raje bi označila dve moji najljubši mentorici Daniela Bervar Kotolenko, MBA in dr. Saša Javorič. Ostala znana imena imajo že dosti followerjev :)

Naj app: LinkedIn, Viber.

Trije nauki:

1. Če vas oseba ne prosi za nasvet. Ga ne dajajte.

(Ogromno ljudi namreč meni, da vse vedo in so pristojni za nasvete :)

2. Da bi nekaj komentirali, poskusite o tem tudi kaj konkretnega prebrati.

3. Investirajte svoj čas pametno. Največkrat je v to v odnose in ljudi.