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Consultant and author Larry English believes in building a strong virtual culture as workplace norms shift in the wake of the coronavirus. Researchers predict 73% of teams will include remote workers by 2028, but few companies make building and maintaining their culture with all workers – including virtual ones – a priority. Many don’t even talk to new hires about culture, says English. He shares applicable tips to help you manage a remote or hybrid workforce, from screening for cultural fit to clarifying your core values. Leaders at all levels can benefit from this accessible step-by-step guide to fortifying your culture. This officially licensed summary of Office Optional was produced by getAbstract, the world's largest provider of book summaries. getAbstract works with hundreds of the best publishers to find and summarize the most relevant content out there. Find out more at getabstract.com.
Virtual work isn't the model of the future-it's here now. But many companies struggle with setting their employees free from the office without sacrificing culture. Centric Consulting president Larry English is here to guide the way. Twenty years ago, Larry and his friends weren't happy in their consulting jobs. The long hours took a serious toll on their personal lives. So they built their own company where employees could work virtually and the culture would contribute to both the business's success and employee happiness. Since then, Centric Consulting has expanded to over 1,000 team members with operations in 12 US cities and India-and everyone works remotely some or most of the time. As Larry unpacks everything he's discovered about creating and sustaining a culture of collaborative teams, you'll learn: How and why you need to cultivate an atmosphere of trust in a virtual environment How to recruit and hire team members for remote work How to build strong relationships with people you don't see every day How to scale your virtual company without sacrificing culture How the right software tools can help build culture How to be a great virtual team member Sprinkled with funny, insightful stories from Larry and other Centric employees, Office Optional: How to Build a Connected Culture with Virtual Teams is the ultimate guidebook to remote work and a successful virtual culture.
The classic guide to working from home and why we should embrace a virtual office, from the bestselling authors of Rework “A paradigm-smashing, compulsively readable case for a radically remote workplace.”—Susan Cain, New York Times bestselling author of Quiet Does working from home—or anywhere else but the office—make sense? In Remote, Jason Fried and David Heinemeier Hansson, the founders of Basecamp, bring new insight to the hotly debated argument. While providing a complete overview of remote work’s challenges, Jason and David persuasively argue that, often, the advantages of working “off-site” far outweigh the drawbacks. In the past decade, the “under one roof” model of conducting work has been steadily declining, owing to technology that is rapidly creating virtual workspaces. Today the new paradigm is “move work to the workers, rather than workers to the workplace.” Companies see advantages in the way remote work increases their talent pool, reduces turnover, lessens their real estate footprint, and improves their ability to conduct business across multiple time zones. But what about the workers? Jason and David point out that remote work means working at the best job (not just one that is nearby) and achieving a harmonious work-life balance while increasing productivity. And those are just some of the perks to be gained from leaving the office behind. Remote reveals a multitude of other benefits, along with in-the-trenches tips for easing your way out of the office door where you control how your workday will unfold. Whether you’re a manager fretting over how to manage workers who “want out” or a worker who wants to achieve a lifestyle upgrade while still being a top performer professionally, this book is your indispensable guide.
My manager doesn't trust that I'm doing my best when I'm not in the office. What should I do? Keeping track of what my remote employees are doing is exhausting. How can I make it easier? I love working from home, but I feel isolated. Is there a better way to stay connected to my colleagues? Working outside of the office is growing in popularity and is more common now than it has ever been. Millions of people have discovered they can do their jobs from home ... or from halfway across the world. But while remote work comes with plenty of freedom and perks, it also comes with challenges. So how can you make the most of this new reality? Co-founder of Remote-how, Iwo Szapar, has for years taught people how to create remote-friendly work environments. His guide to staying productive, avoiding burnout, and managing distributed teams is drawn from countless hours of collaboration with some of the top experts in the field. Whether you work for yourself or a Fortune 500, this book is an invaluable resource for rethinking what the office-optional future means for you, your business, and the world. Inside is a guide to the practical skills and habits you'll need for communicating, collaborating, and getting the job done - as well as inspiration on how to live the kind of life you want. Remote work is the way of the future ... now it's time to find out how to make it work for you.
#1 NEW YORK TIMES BEST SELLER • From authors of Lean In and Originals: a powerful, inspiring, and practical book about building resilience and moving forward after life’s inevitable setbacks After the sudden death of her husband, Sheryl Sandberg felt certain that she and her children would never feel pure joy again. “I was in ‘the void,’” she writes, “a vast emptiness that fills your heart and lungs and restricts your ability to think or even breathe.” Her friend Adam Grant, a psychologist at Wharton, told her there are concrete steps people can take to recover and rebound from life-shattering experiences. We are not born with a fixed amount of resilience. It is a muscle that everyone can build. Option B combines Sheryl’s personal insights with Adam’s eye-opening research on finding strength in the face of adversity. Beginning with the gut-wrenching moment when she finds her husband, Dave Goldberg, collapsed on a gym floor, Sheryl opens up her heart—and her journal—to describe the acute grief and isolation she felt in the wake of his death. But Option B goes beyond Sheryl’s loss to explore how a broad range of people have overcome hardships including illness, job loss, sexual assault, natural disasters, and the violence of war. Their stories reveal the capacity of the human spirit to persevere . . . and to rediscover joy. Resilience comes from deep within us and from support outside us. Even after the most devastating events, it is possible to grow by finding deeper meaning and gaining greater appreciation in our lives. Option B illuminates how to help others in crisis, develop compassion for ourselves, raise strong children, and create resilient families, communities, and workplaces. Many of these lessons can be applied to everyday struggles, allowing us to brave whatever lies ahead. Two weeks after losing her husband, Sheryl was preparing for a father-child activity. “I want Dave,” she cried. Her friend replied, “Option A is not available,” and then promised to help her make the most of Option B. We all live some form of Option B. This book will help us all make the most of it.
A solution to inequalities—in health care, retirement, education, recreation, communication—is as close as the public library, post office, community pool, or elementary school. The Public Option shows that opportunities to develop reasonably priced government-provided services that coexist with private options are all around us.
Poll after poll has confirmed that an astonishing number of workers are disengaged from their work. Why is this happening? And how can we fix the problem? In this bold, enlightening book, social psychologist and professor Daniel M. Cable takes leaders into the minds of workers and reveals the surprising secret to restoring their zest for work. Disengagement isn't a motivational problem, it's a biological one. Humans aren't built for routine and repetition. We're designed to crave exploration, experimentation, and learning--in fact, there's a part of our brains, which scientists have coined "the seeking system," that rewards us for taking part in these activities. But the way organizations are run prevents many of us from following our innate impulses. As a result, we shut down. Things need to change. More than ever before, employee creativity and engagement are needed to win. Fortunately, it won't take an extensive overhaul of your organizational culture to get started. With small nudges, you can personally help people reach their fullest potential. Alive at Work reveals: How to encourage people to bring their best selves to work and use their greatest strengths to help your organization flourish How to build creative environments that motivate people to share ideas, work smarter, and embrace change How to enhance people's connection to their work and your customers How to create personalized experiences that help people feel a deeper sense of purpose Filled with fascinating stories from the author's extensive research, Alive at Work is the inspirational guide that you need to tap into the passion, creativity, and purpose fizzing beneath the surface of every person who falls under your leadership.
Family offices are private organizations that assume the daily administration and management of a wealthy family’s personal and financial affairs. Historically, these repositories of great wealth were shrouded in secrecy, their activities conducted behind closed doors. Recently, family offices have acquired a considerably higher public profile: they represent a mere 7 percent of the world’s ultra-high-net-worth population—yet control a staggering 50 percent of the wealth. As only a select few families now hold a disproportionate amount of global wealth, there are significant social implications to how such assets are managed and used. This book provides an insider’s view for anyone looking to understand family offices and how to best serve and advise them. The veteran practitioners William I. Woodson and Edward V. Marshall offer a thorough guide to family offices: why wealthy families create them, what they do, and how to manage them effectively. They present these insights through a series of problem-based learning cases that follow a single family’s journey from the time of a significant liquidity event; through the creation, staffing, and management of their family office; and on to its succession. Each case study is supported by detailed background reference material. The cases and background materials are drawn from the authors’ practical knowledge, network of industry experts, and experience advising family offices large and small. They shed light on the unique issues that ultrawealthy families face and the solutions they adopt to address them throughout the life cycle of a family office. This book is the definitive resource for practitioners and students, as well as family principals, advisers, service providers, and all others who engage with the world of family offices.
Have you confronted any of these coworkers or bosses recently? The Grumpy Martyr The Boss's Pet The Credit Snatcher Bad Bosses, Crazy Coworkers & Other Office Idiots is designed to help people with all their office issues, from an exasperating coworker to a boss from hell. This book helps readers quickly pinpoint their problems and implement immediate tactics to resolve them. Vicky Oliver has helped more than 5,000 working people at different levels in different fields resolve their work problems. Bad Bosses, Crazy Coworkers & Other Office Idiots is a direct result of what she has learned as a career expert who has made herself available to help people in their times of need. With this book in hand, readers will have the answers to all their difficult work issues and will see their job satisfaction skyrocket.
The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar’s singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve. “Might be the most thoughtful management book ever.”—Fast Company For nearly thirty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner eighteen Academy Awards. The joyous storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable. As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the twenty-five movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as: • Give a good idea to a mediocre team and they will screw it up. But give a mediocre idea to a great team and they will either fix it or come up with something better. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. Creativity, Inc. has been significantly expanded to illuminate the continuing development of the unique culture at Pixar. It features a new introduction, two entirely new chapters, four new chapter postscripts, and changes and updates throughout. Pursuing excellence isn’t a one-off assignment but an ongoing, day-in, day-out, full-time job. And Creativity, Inc. explores how it is done.