Most people think of loyalty as a good thing, but in a professional context, being too devoted to an employer can have damaging consequences. Disengaged workers who don’t leave their jobs will hardly make the best ambassadors for a company; longstanding employees might run out of fresh ideas; and some research shows loyal employees are less likely to cover up wrongdoing at their firms. Isabel Berwick speaks to Jeremie Brecheisen, Gallup’s managing partner for the Emea region, about the company’s annual ‘State of the Workplace’ report, which showed more than half of employees worldwide are looking to change jobs. Isabel also speaks to FT management editor Anjli Raval, about the downsides of workplace loyalty.

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Why staff loyalty is not always a good thing

Too much loyalty does neither the company nor the employee much good

Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.

Read a transcript of this episode on FT.com

Hosted on Acast. See acast.com/privacy for more information.

Hosted on Acast. See acast.com/privacy for more information.

Tens of thousands of workers have been made redundant already this year – but some are refusing to go quietly. Younger employees are posting videos of their layoffs (or of the moment they quit their jobs) on TikTok and Instagram, publicising an intimate moment that usually stays hidden. Why are they doing it? And how can managers protect themselves from the fallout of those videos? Isabel Berwick speaks to ‘Quit-Toker’ Gabby Ianniello, outplacement consultant Rhiannon Rowley and FT journalist Josh Gabert-Doyon to find out.

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Quit-Tok: why young workers are refusing to leave their job quietly

In defence of the Gen Z challenge to the ‘work ethic’

Stop moaning about Gen Z grads — they might teach us something

Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.

Read a transcript of this episode on FT.com

Hosted on Acast. See acast.com/privacy for more information.

During the Covid-19 pandemic, millions of workers got used to working at home. Some moved hundreds of miles from the cities where their companies were based to live a cheaper and less stressful life. But now that in-office work is back, a rising number of people are looking to eat their cake and have it, too, combining good jobs in urban centres with a peaceful rural life. To make that work, they have to ‘supercommute’, travelling for hours on end to get to the office. But why do they do it? Isabel speaks to Mo Marikar, who commutes from North Wales to London, and Max Dawes, who takes a ferry, bus, train and metro from the Isle of Wight to London – a four-hour commute. She also talks to FT journalists Emma Jacobs and Andrew Hill to find out how the commute has changed since the pandemic.

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The rise of the super-commuter

Commuting is back — but not as we knew it

What commuters get up to when they no longer commute

Read a transcript of this episode on FT.com

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US aircraft maker Boeing has faced major scrutiny over its safety standards in recent years, after accidents – some catastrophic – involving its jets. But even after fatal incidents, and the recent mid-flight blowout of a door panel on one of its planes, its employees are reluctant to speak out about safety issues, according to a report released in February by the Federal Aviation Administration. How can managers and leaders better encourage employees to speak up when they notice a problem? What can they do to make sure those who raise issues will be lauded, not criticised? And is it really worth employees’ while to take the risk of dissenting? Isabel Berwick speaks to FT contributing editor and executive coach Michael Skapinker, as well as Margaret Heffernan, a former chief executive of various companies and author of books including Wilful Blindness, about why people are reluctant to raise concerns, even when they know they should.

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The perils of speaking up at work too often deter staff from voicing concerns

US aviation regulator launches formal probe into Boeing’s mid-air blowout

The whistleblowing lessons from the CBI scandal

Japan needs stronger whistleblower protections

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Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.

Read a transcript of this episode on FT.com

Hosted on Acast. See acast.com/privacy for more information.

The higher up you go in most careers, the more likely it is you’ll become a manager. But plenty of workers want to keep doing what they’re best at, and not get involved in the messy admin and politics of overseeing other people. Martin Wolf is a leading economics commentator at the FT. He hasn’t formally managed anyone in 35 years – and doesn't’ regret it. What can we learn from Martin’s success?

Producer Mischa Frankl-Duval speaks to Martin to hear his story. Later, host Isabel Berwick chats to Karl Edge, KPMG UK’s Chief People Officer, to find out how career progression works at the company.

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Why being a manager matters more than ever

Stop making fun of managers

The UK’s productivity problem: the curse of the ‘accidental manager

Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.

Read a transcript of this episode on FT.com

Hosted on Acast. See acast.com/privacy for more information.

The pandemic showed us we could all work in different places; can we all work at different times, too? That idea – known as ‘asynchronous’ work – has gained traction at a number of companies. Workers march to the beat of their own drum, and only occasionally speak to their scattered colleagues in real time. That gives them greater flexibility; but does it make collaboration harder? How can a manager get a handle on their team’s work if they’re several time zones away? And how can colleagues be expected to bond, or trust each other, without spending real time together? Guest host Mischa Frankl-Duval speaks to Scott Farquhar, CEO of software group Atlassian, whose employees work from 13 countries; and Jen Rhymer, an assistant professor at the UCL School of Management, to find out how companies make asynchronous work… work.

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We are not ready for the asynchronous future

Letter: Some offices are not suited to ‘asynchronous’ working

How to make sure the remote workforce is a winning team

Presented and produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.

Read a transcript of this episode on FT.com

Hosted on Acast. See acast.com/privacy for more information.

Most of us are hired because of our “hard” skills. But the more senior we get, the more important soft skills become; none more so than how we communicate with people. Isabel Berwick speaks to Charles Duhigg about how the world’s best communicators (or “super communicators”) listen, experiment and ask questions to get into sync with people. Later, Isabel speaks to Ruth Girardet, an executive coach and moderator at the Aspen Institute, for some practical tips on how to listen to employees – and when to stop.

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Listen and you might learn something

The quiet art of being a good listener

How to communicate better at work

Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi and Breen Turner. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.

Read a transcript of this episode on FT.com

Hosted on Acast. See acast.com/privacy for more information.

Crafting a CV (or résumé) can be extremely tedious; wading through CVs as a hiring manager can be just as boring. So why are they still the default method for filtering job candidates? Can we do better? And might alternative hiring methods help managers choose more suitable candidates – rather than ones who just look good on paper? Isabel Berwick speaks to Jess Woodward-Jones, co-founder of talent-tech company Vizzy, who explains where she feels the CV falls short. Later, Isabel speaks to Jonathan Black, director of the Oxford University careers service, who tells her that the CV isn’t going anywhere just yet…

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AI in recruitment: the death knell of the CV?

How to write a tailored CV

LinkedIn: the end of CVs as we know them?

Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.

Read a transcript of this episode on FT.com

Hosted on Acast. See acast.com/privacy for more information.

Office politics isn’t something we choose to do – it’s an inescapable part of working life. Our workplace rituals, friendships and the alliances we forge play a big part in how our careers pan out; so how can we make sure we’re doing them right? Can we ever get ahead without our colleagues hating us? And why does it matter if we’re late for meetings? Isabel Berwick is joined by John Curran, CEO and founder of organisational development consultancy JC & Associates, and FT deputy opinion editor, Miranda Green, to find out.

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Office politics is not optional: learn to play the game or you’ll be its victim

The fraught politics of the office whipround

How can I be more political and still be myself?

Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.

Read a transcript of this episode on FT.com

Hosted on Acast. See acast.com/privacy for more information.