The way we work has suffered dramatic changes in the past several years and, as a consequence, so did employee perks and benefits. Thinking beyond the traditional benefits package has become a necessity for most companies, which had to retain its best talent, attract new ones while at the same working to keep costs down.Since many industries need to adapt to a wide variety of pressures in 2023, companies are reshaping once again their cost structure. That said, one important question many employees have is “To what degree will the benefits package change in 2023” ?&nbsp;If there were one important “old fashioned” benefit which is here to stay, that is health insurance. Health is at the top of the list for most employees and this makes sense since we’ve just come out of a pandemic.Besides health, flexibility is still the key word when it comes to what employees want. Most of those who had the chance to taste the new way of working want more of it, both in terms of space and in terms of time:…a wider variety of places they can work from… more flexible schedules… a 4 day working week… the possibility to blend work with their personal needs.On the other hand, for employers, being able to offer a flexible work style is a way to attract and retain talent and redefining remote work policies is something most of the employers have on their agenda in 2023. This is a way of reinforcing their employer brand while integrating the lessons learnt in the past several years.A holistic approach to wellbeing is another key benefit in 2023. This goes beyond simply receiving discounts at spas or gyms, something which is no longer sufficient given the high level of stress most employees deal with on a regular basis. In fact, during the pandemic the concept of wellness was redefined: it went beyond the physical aspect to include the mental one as well, with many companies offering mental health support to employees going through difficult periods. Unfortunately, the end of the pandemic didn’t mean the end of challenges people have.According to Gallup, the percentage of workers who say they experience a lot of stress at work each day has reached 44%. Therefore, including a comprehensive concept of wellness in the perks and benefits offering is a necessity in 2023.With many companies announcing job cuts, with a financial crisis looming and with interest and inflation rates skyrocketing, employees’ financial stress comes to add extra pressure on their mental health. This explains why financial wellness programs for employees are on the rise. Such programs may include consulting, financial training and financial guidance.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/macro_shot_financial_concept_53876_74651_1024x683_0ccf27cd58.jpg" alt="" width="1024" height="683">At the same time, any cost-saving benefit is welcomed: free meals, various discounts, tech gear or budgets to set up the home office, access to books and learning platforms are still in the books in 2023. One major advantage of such benefits is that it reduces the difference which arises between employees working in the office and those working remotely. Managing dispersed teams has been a challenge for most leaders and taking concrete steps to bring teams together will alleviate part of the pressures placed on managers’ shoulders.Although during the economic crisis the training budget used to be cut, it seems that this time many companies are taking a different approach: learning and development is considered essential in 2023.Why? With so many changes on the job market as well as in the organizational structure, reskilling and upskilling of the workforce has neve been more important. Besides offering training, companies have a wide range of instruments to prepare and equip their teams for the challenges that 2023 will inevitably bring: mentoring, leadership and talent development programs, internal mobility, coaching and scholarships are just some of the initiatives employers can launch within their organizations.The potential recession in 2023 will definitely influence the benefits package. The employers’ offerings will highly depend on budgets, management mentality and the organization’s negotiation power.&nbsp; While there are some perks which can be left behind and unlimited vacation is one of them, most employees place their focus on health and wellness, as well as having a secure income. Nonetheless, they still want the freedom a flexible work model has to offer, if not for traveling around the world but for having more family time.

Perks and Benefits in 2023

<h3>A paper published in 2020 by the Harvard Business Review stated that productivity is closely related to the way teams are managed by their leaders. And the pandemic challenged managers to develop leadership abilities for the remote teams.</h3>Today, regardless of whether the employees go back to the office, work remotely or in a hybrid style, their managers still need to develop the abilities that allow them to manage decentralized teams.Here are three abilities that I think a leader needs in the context of the remote work style:<h3>Adaptability</h3>What works in an environment where all employees are physically present at the office does not always work in a remote context.&nbsp;For example, the work-from-the-office style is naturally and mainly based on synchronous communication, which is not always the case when each member of the team is working remotely and the information exchange takes places in an asynchronous manner (through messaging, e-mails, etc.)You will have to identify and adapt to using those technologies and communication channels that best serve the needs of your team.<h3>Creativity</h3>When all team members are present in the same space a more relaxed, familiar atmosphere tends to develop and it allows the kind of jokes and funny stories all team members will later on remember with a smile. In the context of a decentralized team that works remotely, such a thing is not possible. This is where your creativity comes in. Reflect on how you can facilitate moments of personal connection among team members beyond the meetings where you discuss your work and tasks.&nbsp;<h3>Understanding cultural differences</h3>The remote work style breaks national cultural barriers and creates opportunities of collaboration among team mates living and working in different parts of the world, often on different time zones, with different customs, needs and understanding of certain terms.We often don’t realize just how diverse linguistic nuances are, and how the slang and the jargon of the industry might have different meanings in different cultures.Make sure to create an open and inclusive dialog with all the team members so that they are all aware of the communication differences that might occur or the different expectations of other team members.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/clay_banks_Ljq_AR_Ja_Jotc_unsplash_1_1024x768_a0be827b95.jpg" alt="" srcset="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/clay_banks_Ljq_AR_Ja_Jotc_unsplash_1_1024x768_a0be827b95.jpg 1024w," sizes="100vw" width="1024" height="768">And for your development as a leader, here is a list of online courses that I think you might find useful:<ul><li><a href="https://academy.hubspot.com/lessons/remote-leadership" target="_blank" rel="noopener noreferrer">Remote leadership – HubSpot</a></li><li><a href="https://www.udemy.com/course/managing-virtual-team/" target="_blank" rel="noopener noreferrer">Managing a virtual team – Udemy</a></li><li><a href="https://www.coursera.org/learn/remote-team-management" target="_blank" rel="noopener noreferrer">Remote team management – Coursera</a></li><li><a href="https://ecornell.cornell.edu/certificates/leadership-and-strategic-management/leading-remote-teams/" target="_blank" rel="noopener noreferrer">Leadership for remote teams – Cornell Program</a></li></ul>

3 Abilities of the Leader of a Remote Team and the Courses I Recommend for Their Development

<h3>Personally, during these last years I’ve been working mainly remotely &amp; hybrid. This experience has taught me to constantly look for new methods to manage the projects, to communicate with the teams involved and to motivate people as well as for ways to solve crises when they appeared.</h3>
Based on a retrospective analysis of my own actions as well as on what I learned from other people around me, I’m sharing below a couple of recommendations which I hope can help leaders to better manage their remote teams.
<h3>Define your vision and your plan</h3>
Having a vision and a plan is not an easy thing to do and it cannot be accomplished overnight. Sometimes, it can take you days or even entire weeks to define them but these are the central elements which will bring traction to all the rest of the activities of your team, therefore it is vital that you give these the appropriate amount of time and attention.
You cannot drive a train without a locomotive and in this case the locomotive is made out of two things: a vision that clearly states what it is that you want to accomplish together as a team and a plan to make that vision come true.
And the latter must contain as clearly and as specifically as possible answers to questions such as Who?, What?, When? (managing tasks, measuring progress and making the team take responsibility) 
In order for a remote team to be successful, both the team and the management have to be aligned and to support each other.
<h3>Offer clarity and access to information</h3>
Quick access to information is vital for a remote team, regardless of whether it’s about a file containing documents related to the project, which has to be accessible to all team members, the status of certain activities or the strategic decisions.
The best way to make sure you don’t overlook any of these is to set specific dates in your calendar for sharing different types of information:
a) planning or brainstorming meetings; 
b) project status meetings (ex.: weekly status meeting); 
c) dedicated meetings where the company leaders share important information at organization level (ex.: quarterly all-hands meeting, town hall meeting); 
d) project or situation specific evaluation meetings; 
e) 1-to-1 meetings to find out about your team members’ needs, their professional development goals and the challenges they face. In some companies, according to the level of professional maturity, this kind of meeting can take place weekly, monthly or every 6 months.
Obviously, some information can also be transmitted through e-mails. It depends on the type of organization you belong to, how dynamic it is, how often strategic changes appear and what are the most appropriate channels to distribute it.
But beyond its chosen format, communication must always be a priority.
<h3>Be humane, show empathy</h3>
It’s possible that when you talk to your team members, most of the times you are mainly interested in whether or not the activities are performed according to established deadlines. But try to go beyond this level of communication. And don’t forget about the human or personal aspects of life. The employee who is executing a task is also a person with a life of their own and they might be going through difficult times about which it is important that you are aware.
<h3>Understand that your team is diverse</h3>
Over time, teams tend to go through different shapes and dynamics – evolving as new people join the team and others leave, and the level of professional maturity of the team members changes. At the same, each team member has a certain type of personality and work style.
Some colleagues are more introvert and would never come to you to ask for help, others are more extrovert and feel the need to share all the details of a certain activity. Some might need a bit more support while others might only need some encouraging words and a pat on the back to make them feel motivated.
When one is managing a remote team and you don’t get to see each other daily, it’s not always clear who needs help. You have to find ways to make your team feel that you are close to them. Try to see that each team member has their own specific traits and then take the team as a whole, because the team is like a living organism and you need to stay close to it in order to make it grow.
<img loading="lazy" class="alignnone size-large wp-image-17511" src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/hands_1024x576_c0317a1503.jpg" alt="" width="1024" height="576" srcset="" sizes="(max-width: 1024px) 100vw, 1024px" />
<h3>Encourage collaboration</h3>
Maybe two of your team members have grown accustomed to working together on a specific type of activity, challenge them to work with a different colleague for the new project. 
The team can be an endless source of expertise and creativity, therefore you need to encourage your colleagues to try out new things and to work with different people. 
This will help them stay connected and inspired, and interact in different ways in new contexts and this will in turn develop their curiosity and enthusiasm.
<h3>Practice merit acknowledgement</h3>
Research shows that appreciation and recognition contribute to the development of work environments that grow and keep talents. Therefore, especially if you are managing a remote team whose members don’t know each other very well, you should make a priority out of recognizing the merits of each team member and promoting a culture of appreciation. This will lead to an increase in the degree of trust among colleagues when it comes to the professional abilities of each team member.
When I used to work remotely for Grapefruit, I challenged the project team members to take part in a meeting where each had to tell another team member one thing they appreciated about them and one thing they thought they needed to improve. It was a team in progress but I think that this exercise has ultimately raised the level of openness, transparency, and unity of the team.
<h3>Offer autonomy</h3>
Allow people to do their job. Set priorities, show them the way, but leave space for everyone to reach the destination in the way they consider best. Show openness so that they can come to you when they need help but don’t stalk their every step.
If you liked this article and you would like to know more about the abilities a leader needs to develop in the context of a remote team, I invite you to check these below additional articles:
<ul>
<li><a href="https://pluria.co/blog/how-to-grow-a-remote-team/">How to Grow a Remote Team</a></li>
<li><a href="https://pluria.co/blog/7-qualities-when-working-remotely/">7 Qualities of the Successful Remote Worker</a></li>
</ul>

How To Lead A Distributed Team

Now that we are all back from the summer vacation, we can draw the line and ask: did you&nbsp;manage to completely relax and forget about all your worries, did you stop from constantly&nbsp;checking your inbox while on holiday, and did you manage to put a stop to the constant flux of&nbsp;negative thoughts and problems?It seems strange to feel anxious when you are doing what you like, when reading a good book,&nbsp;when climbing a mountain surrounded by nature or on a beach while sunbathing. But we are&nbsp;after all living in the century of speed and we are constantly running and trying to tick as many activities as possible in as little time as possible and this leads to more and more people having to deal with anxiety.Studies show that between 30% and 50% of the people who are on vacation or who are trying to&nbsp;perform relaxing activities feel stress symptoms (such as an increased heart rate or&nbsp;perspiration). This unjustified state of anxiety which appears during the moments when&nbsp;theoretically we are doing relaxing activities has been named by the specialists, stresslaxing.Here are the reasons that might lead to stresslaxing:<h3>Denial</h3>You refuse to recognize that there are some problems in your life or you want to&nbsp;pretend that you have everything under control even though inside you feel worried and&nbsp;scared, but you want to hide all that. On the short term, denial can help us cope with&nbsp;change in our lives. But if denial is used frequently in order to deal with everyday stress factors, then it can be the source of constant blocks. Even if you can’t see it, when you&nbsp;are in denial about things that are evident in your life, your body keeps sending you&nbsp;stress signals in order to make you take action and solve your problems. This is the&nbsp;reason why trying (and failing) to relax instead of taking an action on the cause of your stress can make you feel even more anxious.<h3>You worry about what the others will say</h3>It’s important to do relaxing activities,&nbsp;things that you are passionate about and not just because other people have recommended them. If you go on vacation with your partner and he/she wants to spend&nbsp;the entire day laying in the sand while you dream of visiting museums, just do whatever&nbsp;makes you happy. Otherwise, frustrations will build up inside and they will lead to stress&nbsp;and sometimes spontaneous quarrels that seem to have started out of the blue.<h3>You can’t make a decision</h3>You want to stay on the beach and get a tan but at the&nbsp;same time you would like to be home, enjoying the air conditioning and watching your&nbsp;favorite movie. Making a decision about choosing a relaxing activity might seem fairly&nbsp;easy, but there are people who once they chose, can’t stop imagining alternative&nbsp;scenarios with all the possible options that they might have chosen or how it would have&nbsp;been had they chosen differently. For example, when someone who is very dedicated to&nbsp;his/her work is doing a relaxing activity they might blame themselves for the time they&nbsp;spend relaxing and enjoying some quiet time instead of using that day to get all&nbsp;those other things done.<h3>You put a lot of pressure on yourself</h3>I hear more and more people around me&nbsp;saying that they have to relax. And they make a point out of relaxing and they make up&nbsp;lists of movies/massage sessions/trips that they have to see, have or do and end up&nbsp;coming back from that activity more tired than before.Accept the fact that a completely stress-free life is an illusion and that you have to learn how to&nbsp;manage the stress and not to run away from it looking for the salvation through too many&nbsp;relaxing activities. Sometimes, relaxation comes from a day that you choose to spend in your&nbsp;bed with your eyes closed.Now that Christmas is right around the corner, make sure you spend your next vacation in such&nbsp;a way that you relax your mind and prepare yourself for a more peaceful/relaxed New Year.

Stresslaxation – The Anxiety That Appears When You Are Trying To Relax

It’s already been eight months since the beginning of this year. For some, the remaining months represent a good moment to try to change their job. And as we all know, it’s not uncommonseldom that a new job also brings with it new challenges. Starting from the work style, going through the internal processes, and up to clarity and transparency, there can be a lot of things that can make your life difficult when changing the job, the company, or the role.
And even if you enjoyed a complete onboarding process, it’s still possible that you might have doubts regarding certain aspects such as what to say or how to say certain things, what and who to ask, etc. 
I spoke with several acquaintances who “survived” the first months in their new jobs and I&#8217;m ready to share some fresh opinions with you. And I will also use their experiences to illustrate the reasons why sometimes, when new on the job, one might feel insecure, frustrated, worried, anxious, or at least weird as if one lost their compass.
<h3>A change in the work style</h3>
„After two years of pandemic and one year before that, when I worked remotely, I am now at a job that requires me to go to the office. I think of myself as a sociable person, but now I have to admit that I find it difficult to meet and pay attention to so many people at the same time.” (C.M., project manager)
When working remotely, most of the time, any social interaction is duly announced by a meeting request, this gives you the time to prepare at least mentally for the fact that you will meet a new person. When working at the office, you get to experience a more spontaneous type of interaction and this might cause anxiety, especially if you don’t have anyone by your side to guide you in this new social environment. Remember that you’re the one who is most worried about your social awkwardness at your new job. For your new colleagues, it’s just business as usual. And the best part is that soon you will have gotten used to all your colleagues and most of your anxiety will have faded away.
<h3>
A tendency to ruminate and worry</h3>
„Regardless of the employer, the job, or the city, I’ve always had this “companion” with me: the impostor syndrome. As a newcomer, I’ve always felt the need to impress, I had to somehow justify the employer’s choice and that’s why very often I would end up with burn-out syndrome within the first months on the job. And always, the most frustrating part for me was the lack of clarity: what’s expected of me, what is it that I have to do, how much should I get involved, how much do I have to deliver. This lack of clarity has always made me feel anxious and … not enough. At my current job, the difference was made by the clarity of the onboarding process. A clear image of the stages that I was supposed to go through, frequent feedback, the correct amount of information, and the employer’s expectations presented transparently – all this has made me feel at ease. I’ve given up on the absolute ideals and I let myself be guided. And performance followed easily because I felt in control.&#8221;&nbsp;(C.I., marketing specialist)
As a result of your inner fears and of worries about the future, you are reliving the past, and you are either flooded with negative thoughts (for example, “I shouldn’t have spoken my mind during that meeting, everybody looked at me as if I was crazy, I should have stayed at the old job, it would have been better”) or you set yourself a goal that is far too unattainable. Pay attention to the way you think and when you notice that you start to worry about things that are out of your control or that you cannot change, acknowledge that it’s not a productive way of thinking and move on. Learn to cope with certain thoughts and realise that they don’t necessarily reflect reality, and have more trust in what you can do.
<h3>
A lack of clarity and transparency</h3>
&#8220;During the onboarding process some important information was left out, and I, as a newcomer, had no way of knowing all that information. Therefore, I was often confused about what was actually my role, and what was the role of some of the teams I was working with. What helped me get through this period was accepting the fact that in the beginning, I was going to make a lot of mistakes and that it’s ok to not fit in with all the teams.&#8221; (S.T., graphic designer)
&#8220;I am currently at a job that I’ve been dreaming of for a long time. But there is something that’s not exactly right, there is quite a difference between what I actually do at work and how it was sold to me. I was expecting to go first through an onboarding process, and then to have access to a well-thought knowledge transfer process, especially because I need to deal with several rather complex projects, each with a long history.
The onboarding and the induction processes consisted of several calls with the manager, who then told me that he/she was leaving the position at the end of the month. How did I feel? Actually, it was a mix of feelings. I felt weird, because I had no basis and I found myself saddled overnight with projects of a type I did not know before, and there was no one there to ask for help or to give me any guidance. Frustrated, because I was asked to do certain things just because they had to be done, and I didn’t have the tools that I need in order to complete them. Lessons learned? The good part of this experience, beyond the obvious minuses, is that it forced me to ask a lot of questions, connect rapidly with very many people, and in such a way as to be able to do my job. At the same time, it made me understand what it is that I want from my next job: transparency. And a good team of people with whom to collaborate (I think that’s what I miss most after the pandemic years).&#8221; (C.I., account manager)
You are just starting a new role, in a new team, in a new organization. Consequently, you don’t know what to expect, you no longer have the predictability of the old job where you had your well-established work rhythm. Besides the anxiety caused by the change, there is also a lack of transparency or support from the team or the employer. And if you feel that your trust has been betrayed in the first months, then it’s a lot more difficult to find the motivation to hope that someday you will be able to share the same values.
<h3>
The lack of positive feedback</h3>
We all like to receive positive feedback when we do something right, especially when we are in a new context. But when there is no close communication or worse, the feedback received from the colleagues is not encouraging, then, there is a risk of slipping into inaction: “I’m not doing anything anymore, nobody notices it anyway” or “It’s better that I don’t try, this way I can’t go wrong”. This is how we end up convincing ourselves that doing nothing is less likely to cause problems. Therefore, if you’re not sure about something, it will be more difficult to start a conversation with your colleagues or express a point of view. This tendency of staying silent is made worse by the fear of saying something wrong, and this will only exacerbate the lack of self-trust and will diminish the ability to socialize.
A positive example is offered by G.C., UX designer, București: &#8220;I never felt confused (at my new job), whenever I had a question, I got an answer, and I’ve always felt I was valued because I came up with new ideas since the first week, and they were taken into account. Because the focus is on quality and not on quantity, the process is rather natural. I don’t feel any kind of pressure, I don’t have to explain why a certain task took me longer to complete. I am part of a team of young people who have tons of interesting ideas and from whom I learn something new every day. 
A language that is hard to understand.&#8221;
&#8220;Before my current job, I worked for 6 years in the same company. The process of onboarding in the new company started surprisingly well, especially from a procedural point of view. But the most difficult thing to deal with was the sheer amount of internal acronyms that I heard during my first meetings. I felt completely lost because my new colleagues would use two to three company-specific acronyms in each sentence, and as a newcomer, I had no way of knowing what all that meant. But step by step I learned all the acronyms and things improved.&#8221; (I.S., web developer).&nbsp;
Even if you communicate your opinions with ease, and you have already opened up with your new colleagues, there is still the possibility of coming across certain terms or acronyms that you are not familiar with.&nbsp;It can become tiresome if you constantly interrupt conversations to ask for explanations, and the rest of your colleagues who are used to those words might find it difficult to even understand what it is that you don’t understand. In this case, the best would be to enlist the help of a buddy, a colleague that you can ask to help you with additional information until you learn the company’s “shorthand”; they might even provide you with a list of acronyms that you can keep close every time you go to a meeting.
<img loading="lazy" class="alignnone size-large wp-image-16427" src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/jeshoots_com_2v_D8l_Ihdnw_unsplash_1024x683_146f493a0a.jpg" alt="" width="1024" height="683" srcset="" sizes="(max-width: 1024px) 100vw, 1024px" />
<h3>
A feeling that you don’t fit in</h3>
&#8220;The first months on the new job were as interesting as they were challenging. I like what I do, and I feel that I fit perfectly with the role, but despite all this, the integration with the team was not easy. The dynamics of the new team were rather formal and serious, so it took me quite some time to get accustomed to their ways. I was under the impression that the people were giving me the cold shoulder, but after a while, I understood that it was just the style of that team and that there was nothing personal.&#8221; (A.R. graphic designer)
&#8220;Because I changed jobs at the beginning of the pandemic, I didn’t get to experience first-hand the atmosphere at the office, nor did I get to meet in person the people with whom I would collaborate. It took us almost a year before we had the courage to go for a coffee after work, have a meeting at the office, or have lunch together. And this has made its mark on the way we worked together, and on how long it took us to build trust between the old colleagues and the newcomers.&#8221; (I.S., web developer)
Probably, the most disconcerting thing at a new job is the fact that you feel that you don’t belong, that you don’t understand the jokes about past experiences, that you don’t know the type of humor of each colleague, etc. And if you work remotely, you might even find it difficult to write to a colleague and ask him or her about things that are not related to work, even if you feel that you just need a moment of social connection. Before, you had a team with whom you could talk about almost anything, and you would share jokes that made the work day seem shorter and more pleasant. Now, at the new job, you no longer have that, instead, you have to go through an integration process which at the beginning might make you feel lonely and isolated.
<h3>
Consultant mindset vs. team member mindset</h3>
&#8220;I find it very difficult to get accustomed to the work pace of the people in the new company and also with the new procedures. It takes a rather long time between the moment certain actions are agreed upon and the moment they are actually put into practice.&#8221; (N.M. business strategist)
If you already have some experience in your field of expertise, and you come after a period where you worked as a consultant/freelancer, in the beginning, you will find it’s a bit more difficult to integrate within a team. And this is mainly because you have developed a different mindset: you are able to quickly identify problems, and you want to solve them immediately. Maybe you step the gas pedal too quickly at the new job, and this might scare some of your new colleagues. If you haven’t been given clear instructions to take control and solve certain specific situations, give yourself some time during the first months at the new job to study the dynamics of the team and to understand the work processes before you propose radical changes.
Finally, even if this article was longer than you expected, I hope it will help you see that somewhere in a different corner of the world other people are going through the exact same things as you are. I know that it’s hard, but you are not alone. And if you want some advice, here it goes:
<ul>
<li>Take the first months on the new job as a process of (re)discovery;</li>
<li>Be yourself;</li>
<li>Get to know the people with whom you will work;</li>
<li>Whatever happens, don’t take it personally;</li>
<li>Study the organization, try to understand how it works, and ask questions;</li>
<li>If you don’t know something, be honest and communicate it, don’t lie about your qualifications;</li>
<li>Be present and open in conversations, challenge yourself to read between the lines;</li>
<li>Make peace with the fact that you don’t have control and with the fact that sometimes, you don’t know what you don’t know;</li>
<li>Don’t deny your frustration, accept it as part of the process.</li>
</ul>

The First 3 Months When You Start A New Job

The strategy used by organizations in order to attain performance is no longer what it was a couple of years ago.&nbsp;Hierarchy makes way for partnership and collaboration, blame is replaced by honest evaluations and learning, external motivations are replaced by self-motivation, protective boundaries disappear as teams are being built, change is no longer feared but -embraced, making the manager happy becomes making the client happy. Excessive secrecy and censorship are replaced by honesty and openness, a <a href="https://pluria.co/blog/how-to-keep-our-emotional-balance/">stressful job</a> becomes a challenging job and the momentary reaction to appease a conflict in the short term makes way for strategic, long term thinking – notes <a href="https://www.youtube.com/watch?v=iyCroYn3Zr8">Sir John Whitmore</a> in his book Coaching for Performance – where he addresses the concept of organizational performance curve.I think that at least during these last two years of the pandemic, we have been thinking more and more about the value each of us brings to the company we work for, about the principles that guide us and about how to do our daily tasks&nbsp; more efficiently. Despite the fact that studies have shown that those who most influence the organizational culture are represented by the management class , the way each individual thinks within an organization translates into distinct characteristics correlated to a certain level of performance.Here is how Sir John Whitmore describes the four stages of organizational development:<h3>1. The Impulsive stage</h3>–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Way of thinking: “I’ll take the chance”&nbsp;–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Characterized by a lack of system and structure, chaotic leadership, and lack of consistency.–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Short term thinking–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Performance level: low–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Motivation: survival–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; The organization is unpredictable, the teams react to situations as they occur.<h3>2. The Dependent stage</h3>–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Way of thinking: “I follow the rules and I do as I’m told”–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Characterized by hierarchies, with leaders who give orders and control.–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Lack of trust–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Level of performance: low to medium–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Motivation: the need to belong–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Employees focus on the processes and on finishing the tasks, with great aversion towards risk<h3>3. The Independent stage</h3>–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Way of thinking: “I have very good results”–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Characterized by systems which support individual goals, with leaders focused on their own objectives–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Level of performance: medium to high–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Motivation: esteem–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Employees are looking to make an impact through their actions, with a high level of ownership for their results and a mentality focused on winning.<h3>4. The Interdependent stage</h3>–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Way of thinking: “Together we can truly succeed”–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Characterized by self-governing teams, with leaders who inspire and offer support.–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Level of performance: high.–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Motivation: self-actualization–&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; A culture aimed towards coaching, with authentic communication and constant feedback. People interact with each other in order to understand different points of view, showing care and focusing on collaboration.Take a couple of minutes to reflect on the way most people think within your organization, on what is your collective culture and in what way it creates the conditions for <a href="https://pluria.co/blog/performance-a-double-edge-sword/">performance</a>. Try to answer the following questions:&nbsp;<ul><li>What is the culture of the organization you are a part of?</li><li>What is the culture of the organization you would like to be a part of?</li><li>How do you contribute to the development of the organizational culture through your attitude and your work ethic?</li></ul>When looking for a new job, be very careful about the type of <a href="https://pluria.co/blog/the-agenda-of-a-successful-leader/">leader </a>and organization you choose but also don’t place the entire responsibility for performance on the management. Think about what you can bring that can increase the performance of the team you are a part of, look for solutions and together with your team you can have a real impact on accelerating the performance curve towards the next level.

The Performance Curve and the Four Development Stages of an Organization

Traditionally, the professional evolution of a person is made up of a succession of well-defined steps: from junior to expert in a given domain.But it seems that in the new economy things have changed and the new employers are asking that the candidates have a more complex array of skills and abilities while at the same time new careers appear each year to keep up with changing needs on the jobs market. On the other hand, sometimes it’s the employees who no longer feel comfortable with a career path that started after graduation and they begin to feel that they need something different.<h3>One solution could be the double specialization</h3>Of course we are not talking about two completely different fields such as medicine and software development but rather two complementary specializations within the same field, such as copywriting and social media. A secondary specialization can offer flexibility and a wider array of job opportunities.Let’s take the example of a services sales person specialized in offline sales: what can they do during a crisis like the Convid-19 pandemic? In those times, no matter how good a sales person they are it will be impossible for them to meet their annual sales target because of the macro-economic context. But their communication and persuasion abilities, their patience and their knack for creating a rapport will undoubtedly help them steer their career towards a customer care or consultancy role.Patrick Tay, a lawyer and member of Singapore Parliament is often talking about two methods for growing one’s career and acquiring knowledge in connected fields:–&nbsp; &nbsp; The T method: specializing in a certain field and then adding more general, less specific knowledge in several other fields.–&nbsp; &nbsp; The π (pi) method: specializing in parallel in two fields, acquiring a similar level of abilities and general knowledge of several other fields. This method allows a person to have more flexibility when it comes to adjusting to the swift changes occurring nowadays in our society.In Singapore, Patrick Tay is the creator of a series of integrated government programs that promote the continuing education of adults who already have some relevant skills for the field where they would like to work in. For example, through the SkillsFuture program all Singapore citizens who are over 25 years old are entitled to a sum which allows them to access a new specialization that can be different from the field where they are currently employed. Thus, employees who were already past their specialist years in a certain field have (re)discovered the joy of a new beginning in a career where maybe they didn’t stand a chance in their youth. Also, this program was aimed at developing the human resource specifically for new job types and new positions now available on the market.A lot of people think that they cannot do anything else except for what they already know, except for the things they already master or that they have mastered in the past. But studies show that actually the human mind is capable of learning or of adapting a lot more and a lot easier than we think it possible.Therefore, it’s not that difficult to acquire a new specialization that is complementary to the field in which you are already an expert.What we think of as unsurpassable is nothing more than the mental block that we ourselves create and our own projection of the things we can or cannot change.A second specialization allows you to maybe get promoted to a new position at your current company or it can allow you to develop something you’ve always been passionate about. It doesn’t even have to be something completely different from what you are currently doing.For example, one of my colleagues who is a graphic designer has started a front-end course which allows him to better understand what might be the technical limitations to implementing on a web platform what he is proposing from a visual perspective.Another colleague, a graphic designer as well, has developed a passion for mountain trekking, <a href="https://pluria.co/blog/its-time-to-try-a-workation">landscapes and the hidden stories of beautiful landscapes</a>. It was with a smile on my face that I recommended that he become a weekend mountain guide and it’s when he realized that such an experience might help him develop his public speaking abilities.Have you ever thought about acquiring a second specialization? Have you ever wondered why you would learn something new besides the field where you have already invested so much time and effort?

The π (pi) Method for Growing Your Career

<h3>We often complain that we don’t have the time for all we would like to accomplish or for the things we love doing. But it’s actually down to setting one’s priorities. The time we spend at the office <a href="https://pluria.co/blog/boost-remote-work-productivity">doing overtime is time that we don’t spend with our loved ones</a>, and the time we spend online on social networks is time we don’t spend doing our favorite sport and so on and so forth.</h3>My resolution for this year is to “steal” time from the activities that don’t really bring me added value and use it towards accomplishing what I really want. Here are a couple of ”How to get more time” tips that I suggest we start using as of today if you haven’t already started:<h3>1. Make a list of bad habits</h3>If you have clearly defined your goals, a To-Do list is relatively simply to put together. But what if you were to analyze your behavior from the last months in order to identify those activities that don’t really bring any benefits to your life?Maybe it’s an online game that keeps you glued for hours to your computer screen or maybe it’s prolonged conversations with people you don’t even really like or maybe it’s simply obsessively browsing online stores without the need to actually buy anything. Analyze the activities you do throughout the day, find the time-wasting slots then make up a “not-to-do list”.<h3>2. Avoid the crowds</h3>If you are working from an office or if you are working in the <a href="https://pluria.co/blog/5-workplace-trends-in-2022/">hybrid work system</a>, talk to your boss and agree on a timetable that allows you to avoid the rush hour. When I used to work for Grapefruit, because we had a Pluria subscription we were able to meet once a week at Commons Unirii (a co-working space) and work together. We would have our status meeting online at 9:00 and then we would start off to the meeting place to begin work at 11:00.Of course, you can apply this principle not only to the transport rush hour but to all the moments in your life where you identify rush hours. Consequently, buy your Christmas presents one month before, avoid travelling at the same time with half of your country’s population on legal holidays, do your weekly shopping during the week and not the weekend. I have to admit that there were days when I went to do my weekly shopping to the nonstop supermarkets at 23:00 hs. I’m not saying that you should do the same but I can tell you there were very few people around the aisles at that time.<h3>3. Less time watching movies or series</h3>I do enjoy snuggling up on the couch to watch a good movie. But I realize that lately Netflix/HBO have come to replace the traditional TV channels and this is not necessarily a good thing. I came to this conclusion one weekend after I have analyzed my activities of the previous week and when I realized that I have spent each and every day after work lying on my couch, munching something and watching some series. A perfect escape from reality and at the same time an activity that did not bring me a lot of added value. I asked myself what I have achieved during the previous week, where my time had gone and I did not like the answer I gave to myself.Somebody recently asked me the following question: what if people went to the cinema as frequently as they watched movies on TV or on streaming services? Our days would look completely different, wouldn’t they?I for myself don’t intend to completely give up “Netflix &amp; chill” but from now on I will definitely reduce the amount of time I allocate to this activity. What will I do instead? Walk in the park, exercise, cook, read, spend time with my parents… and any other activity for which I often tell myself that I don’t have time for.Sometimes, because we want to do as many things as possible in a day we load our timetable with more activities that is humanly possible to complete. I used to find myself running during the day from one activity to the next or even multitasking to only end up completely exhausted at night. Other times, I would fill my calendar with too many activities that I couldn’t in the end accomplish and that used to make me feel extremely frustrated.I think we all agree that no matter how much money you have the only thing you cannot buy is time. The day only has 24 hours and no matter how hard we tried, we cannot do everything in a day. And this forces us to make decisions that are not always easy, like the ones mentioned above. In the end, it’s up to each one of us.<h3>How do you choose to spend the rest of your life?</h3>

Three Ideas on How to Get More Time

<h3>Taking as a starting point the idea developed in the article<a href="https://pluria.co/blog/essential-remote-working-tools/"> 13 Tools That Can Increase Efficiency When Working Remote</a>, I will present you with some tips for the successful adoption of new tools within an organization.</h3>Obviously, as a freelancer, one has the freedom to organize one’s own activity and choose the online tools or the work style that best fits them. Also, studies show that it takes approximately 21 days to create a new habit, therefore the adoption of new digital tools should not be something very difficult to achieve.<h3>But what happens when you need to convince an entire team or even a whole organization to adopt a new tool or work style?</h3>Or maybe, on an altogether different level, you need to apply some change management techniques – such as <a href="https://pluria.co/blog/challenges-in-online-training-sessions-for-remote-employees">communication, training, and feedback</a>, in order to ensure the successful adoption of a new technology or of a new internal application. The first thing you need to understand is that when many people are involved, things cannot change overnight.It takes patience and perseverance, and therefore, before you present your team with ideas for new tools or work styles, you might want to consider the following aspects:<h3>1. Clearly communicate how your team will benefit from the change</h3>For the future users of the new application or for the people in charge with implementing the new work style, the most important thing to understand is probably why they need this change.Consequently, I invite you to build your message trying to answer the following questions:● &nbsp; &nbsp; &nbsp; How will the new application help us?● &nbsp; &nbsp; &nbsp; How will the new application simplify our work?● &nbsp; &nbsp; &nbsp; How will the new application make us more efficient?For example, if a new application allows team members to store files in a unique centralized place where they are available to everybody, this may reduce the number of e-mail messages sent among the team members and will consequently allow them to concentrate on the things that really matter instead of wasting time sending emails and documents back and forth.The digital transformation changes the way a team functions by allowing team members to use time more efficiently and to become more productive, more creative, and also more oriented towards development solutions.<h3>2. Present a timeline for the change</h3>Take into account that both a long and convoluted message and a short ambiguous one, such as „Starting tomorrow we will be using app X” are bound to generate <a href="https://pluria.co/blog/why-do-we-resist-organizational-change/">passive resistance</a>. Put things into perspective by breaking up the adoption process into smaller steps and spreading them along a timeline. Make sure to communicate everything very clearly so that everyone understands that this is a decision that impacts the team activity in the long term. Be confident and explain your vision to your team so that they are able to trust you and your proposal.<h3>3. Explain how the new application works</h3>It’s crucial that you explain how the new application works and what are the main functionalities. A short demo session as well as hands-on learning or learning by doing are a must. Invite your colleagues to start using the new application for specific tasks, and be sure to offer help and supervision until they feel confident to use it independently.<h3>4. Find ambassadors</h3>Do you already have one or more colleagues who have understood the importance of this new work style and are already using it? Ask for their support and encourage other colleagues to go to them in case they have questions or if they face difficulties.<h3>5. Evaluate the use of the new tool(s)</h3>Many large companies have invested in digital solutions with the hope that the new technologies will bring in lots of benefits, only to find out that the employees were using them incorrectly, if at all.Set a time interval after which you can ask for feedback about the new tool, then ask your colleagues how they feel about the new work style and what aspects need improvement.&nbsp; Implement the changes that you consider appropriate, and you will notice an increase in the pace of adoption.The pandemic showed that a lot of employees were not able to adjust to the change because they lacked resilience and the capacity to react, the ability and the agility to find the tools to help them adapt to the new work style.If your role within the organization is to design and develop new internal work styles and procedures, make sure to approach change with adaptability and to communicate it in a transparent manner. And if your proposals are not met with enthusiasm from the first minute, don’t give up.<h3>Change is a process, and it requires attention to details and perseverance.</h3>

How to Introduce Your Team to a New Work Style

The pandemic has changed the way we work, there is no doubt about it. If you and your company have just started adopting the remote work style, and you are not sure how to better organize your activity, it’s probably difficult for you to get on with your tasks. To help you out with this process, I compiled a list of remote working tools and applications that you can use and that will ensure a smooth transition.&nbsp;&nbsp;Except for software developers, the rest of us mortals don’t necessarily have the programming abilities that would allow us to automate business processes or to build integrations that make workflows more efficient.That’s why I propose that you choose applications with simple and intuitive user interfaces so that each member of your team, regardless of their technological literacy, is able to quickly learn how to use.&nbsp;But before you make any decision about what digital solution is best for your organization, I invite you to analyze the following aspects:&nbsp;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; What are the characteristics of your industry;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; What is the size of your organization;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; What are the gaps that you are looking to fill with a specific application (a quicker way to communicate, storage, accountancy, etc.)●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; How often do you estimate that you and your colleagues/employees will use that application;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; What are the security aspects you need to cover and what technical support is offered with the app.&nbsp;If you don’t choose the right remote working tools, the ones to fit perfectly the needs of your team, you risk losing money because nobody will use those applications. At the same time, if you have too many applications that are not integrated within a platform, you and your colleagues will get lost among them.Most of the digital solutions available on the market offer a large variety of advanced functionalities. On the one hand, this is a good thing because there are so many options to choose from. But on the other hand, the multitude of offers can confuse the potential buyer, making it more difficult to take a decision.To make sure you choose a tool with sufficient features and functionalities, here is a list of things to consider:●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The compatibility among the different operational systems;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The possibility to offer exclusive access for the members of your organization;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The ability to use the solution simultaneously from multiple devices;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The ability to regularly change the configuration to accommodate personnel turnover;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The file transfer speed;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The possibility to manage documents and data remotely.Each team is different, that’s why it is important that before you make any decision as to what remote working tools to buy, to analyze the work habits of your colleagues. Once you understand what it is that makes your team function as clockwork, it will be a lot easier to identify the elements that can boost success.&nbsp;&nbsp;&nbsp;<h3>Here are the apps that I recommend when it comes to increasing efficiency:</h3><ul><li>Slack – it’s a tool&nbsp;that allows team members to quickly exchange information. Since it works like an internal chat system, it will accelerate the communication process, and it will allow you to avoid long email chains. In my opinion, Slack is the professional version of messaging apps such as WhatsApp and Telegram, and it allows for a clearer separation of private and business communications.</li><li>Google Meets, for online meetings. This application is wonderfully integrated with the rest of the Google apps: the e-mail service, the calendar, and reminders/notifications on both the computer and the phone.</li><li>Meet.jit.si and the already famous Zoom, as well as other video conferencing tools.</li><li>Trello or Jira, if you work with large teams, and you need to be able to track the status of a project or on what tasks the team is working on a specific day (for sets of deliverables or specific tasks).</li><li>Instagantt, to set up a planning that is easy to follow.</li><li>Confluence, for documenting the decisions made within your team.&nbsp;</li><li>OfficeVibe, for measuring the degree of motivation of your colleagues/employees through sets of questions that can be set to be answered anonymously.</li><li>MetroRetro or Retrium, for retrospective meetings.</li><li>Sales Force or Hubspot if you work in marketing or sales, and you want to track your efforts in the relation with potential clients.</li></ul>But regardless of the apps you decide to purchase, you must remember that any new tool you buy comes with a learning curve. And the more people will be required to use the new tool, the stronger they will resist change, preferring instead to use the old methods they know and have been using for longer.Therefore, don’t expect people to enthusiastically adopt the new style of work from the first days. Change is happening over time and only after you all start seeing the benefits of using the new internal work tools.&nbsp;Also, remember that for <a href="https://pluria.co/blog/pros-and-cons-of-the-hybrid-work-model">remote and hybrid work, you not only need the right remote working</a> tools but also the right qualities and personal abilities.

13 Tools That Can Increase Efficiency When Working Remote

While working remotely, most interactions happen in writing. People get to know you mainly through the way you write your email or Slack messages, your reports, proposals, presentations, etc. Whether you want it or not, what you write sends out a positive or negative energy that tends to linger. That creates, even if involuntary, a perception of you as a person.Let’s consider the example of two employees of the same organization who have different approaches to a situation.The first situation:●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Person no. 1: What is the deal, you sent me the same file again? It’s the wrong file, pay more attention, please!!!&nbsp;&nbsp;&nbsp;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Person no. 2:&nbsp; Hey! Could you please send the document again? I think you sent me an older version of the file.The second situation:●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Person no. 1: I hate it, it’s pathetic. Change it! I want it ready in one hour!●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Person no. 2: Hi, Wow, you moved so fast, thank you for sending me the documents! I propose that we change a), b), c). I would need them ready by Tuesday, do you think it’s feasible?&nbsp;Reflect on the two situations, and especially on the two ways of expressing the same idea.&nbsp;In this context, the following questions arise:&nbsp;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; which of the two persons would you rather interact with on a daily basis?●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; what do you feel about the two approaches, and which one do you feel would motivate you to work more efficiently and be more productive?&nbsp;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; how would you feel if you constantly started/finished your day with this kind of emails?Written messages are a very limited way of communication, which allows you to either catch the attention of your correspondent or throw out at them all your frustrations.Take into account the fact that you cannot use gestures or the tone of voice to emphasize the importance of a certain aspect or to convey the warmth of face-to-face interaction. This means that you only have one way to deliver the right message (war or peace): by choosing the correct words.&nbsp;Before you dash out to write an email, my advice is to take into consideration the following aspects:●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; what is it that you actually want to say or get with this message? (goal / result)●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; what do you want to convey? (feeling / state)●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; if you were on the receiving end, how would you like it to be phrased? (empathy / motivation factor)Studies show that, actually, the human mind perceives 90% HOW you say something and not WHAT you say.The perception of a negative message starts to lose its emotional impact on the person only after the reception of five positive messages.Moreover, think about the persons who will read the messages that you are writing:●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; what kind of relationship do you have with that persons? (are they your close friends/old colleagues that you’ve known forever and who know your reactions, or rather just somebody you met in the context of work?&nbsp;●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; do they know what you are talking about? Or they might need to ask some clarification questions?●&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Would a single sentence be enough, or they might need more details that you can provide from the beginning?Of course, all this might seem like a lot to think about when writing an email.However, the more you practice mindful email writing, the more you will understand how a more structured approach, with a bit more consideration towards the recipient of your message, will bring over time numerous benefits.Think about it! Wouldn’t it be better <a href="https://pluria.co/blog/how-to-handle-many-emails-in-remote-work">if the person receiving your message would smile while reading it and feel the desire to help you</a>? Instead of frowning and feeling angry and frustrated?

How to Practice Mindful Email Writing

Remote work is not for everyone. Our previous experiences, our values, our temperament and personality, what we expect from life and from a job – we must take into account all these when choosing a remote position or when hiring a new colleague for a remote position. And you will know immediately when you’ve made the wrong choice.&nbsp;I’ve always wanted a job that could offer me the flexibility to work from either my home or the office. There are days when I need my space, a quiet corner where to concentrate. There are days when I’m not the most sociable person in the world, when I can work efficiently on my tasks only if I’m curled up on my couch with a blanket wrapped around me.&nbsp;There are also days when I miss socializing, the ritual of getting ready for work or simply collaborative work, getting all my team mates around a big table and tossing out ideas for our new project.&nbsp;I don’t know how many people like working remotely but what I do know is that remote work is not for everybody.&nbsp;Here is a list of qualities that I noticed lately at the people who are successfully working remote. Do you find you have any of them? Do any of your colleagues have them?If you answered „no” to those questions that might explain why you are finding it so difficult collaborating with each other. None of you is to blame for the fact that your work styles don’t match. It may be the context that has changed (before, you had to work from the office, now you have to work remotely). Or it may be that these qualities have not been taken into account when your new colleague was recruited for the new remote position.<ol><li>Autonomy and responsibility</li></ol>In the old days, people used to learn by looking at other people while they worked (for example, during the apprenticeship period). When working remotely, this is a bit more difficult to implement.You have to trust your own vision without constantly asking for validation and answers to your questions – however legitimate they might be; you have to be able to independently fulfil your tasks based on the information you have despite sometimes not having all the details that you might need. There are circumstances when no one can show you how things are done so you must be willing and able to take on the possibility of getting it wrong.&nbsp;<ol><li>Curiosity</li></ol>Most living creatures use curiosity in their fight for survival, but it is only us, humans, that have curiosity at the basis of all our connections and interactions.&nbsp;Human curiosity is basically manifested in three main directions:<ul><li>Curiosity towards the self: we investigate our mental states and the gestures we perform in certain circumstances, self-knowledge;&nbsp;</li><li>Curiosity regarding the personality and goals of others: we seek to understand other people’s reactions, the way we relate to each other;</li><li>Curiosity towards the reality – we ask ourselves questions regarding certain situations: „why”, „with what purpose”, „what is the reason”, „how can I do that”?</li></ul>The level curiosity that someone manifests is directly related to their desire to learn and to constantly develop their potential, and this is the basis of the remote style of working. You cannot work remotely if you are not curious to discover new things, if you are not proactive, if you cannot propose solutions based on your experience and the knowledge you have accumulated. You cannot work remotely if you are always waiting for answers from other people.<ol><li>Focus</li></ol>For all activity, one needs focus. When it comes to working remotely one needs even more focus. You have to be able to withstand distraction and focus on the tasks at hand, regardless of whether you are home alone, in a busy cafe or at the office.<ol><li>Initiative and self-motivation</li></ol>We all have those days when it’s difficult to get out of the bed in the morning or when we simply don’t feel like working or don’t like the task for that day. When working remotely, if you don’t choose to work in alternative spaces, you have to be comfortable with the idea that each day can feel like the Groundhog Day: the same home, the same desk, the same tasks. How do you whip up your enthusiasm? How to deal with roadblocks? What motivates you? If you need your direct manager to constantly remind you what you have to do, then maybe a remote job is not the best option for you.<ol><li>Flexibility for change and an open mind for new experiences</li></ol>Just the other day I was talking to one of my colleagues about how important it is to be able to escape a rigid mindset and choose growth instead. The first step towards a growth mindset is to open oneself to new experiences and to understand that change is in the nature of all things.We, as individuals are constantly changing (today we might like one thing, next year we might be attracted to something else); seasons change, like everything on this planet. Therefore, if one small detail in a project changes from one day to another, why should you get angry or frustrated about that?<ol><li>Organization</li></ol>The way you organize your time, plan your tasks or even group files in a folder – it all adds up when it comes to fulfilling the proposed objectives. Why do some people manage to meet their goals while other don’t get much work done during the same period of time? Besides focus – mentioned above at point 3, you need organization and prioritization.<ol><li>Empathy</li></ol>New research in the neuroscience field shows that approximately 98% of people have empathic abilities but most individuals don’t know how to use this potential.&nbsp;There are very few people willing to invest in empathy because they cannot see immediate, tangible results. That is a pity because, I really think that in the future, when most of the tasks in a workplace will be automated, empathy will become one of the most sought after abilities since it will be one of the key elements to make the difference between a person and a robot.&nbsp;&nbsp;&nbsp;Here are three tips that can help you improve your empathic capabilities:<ul><li>Acquire a habit of listening carefully to the people around you, do not interrupt and reflect on what they are saying so that you can really understand their point of view and show them that you are really paying attention.</li><li>Carefully observe all the people you interact with during the day, grow an awareness for all the aspects of the human interaction. For example, when the people who work in the creative industries design a banner or write copy for a magazine they put themselves in the shoes of the person who will see their work for the first time and they try to imagine the reaction of that person.&nbsp;</li><li>Reflect on the way you look at people you don’t know and make a choice to transcend the prejudice we all have about the others.&nbsp;</li></ul>For more details on how to develop your empathic qualities for the remote work, I invite you to read the article published here.

7 Qualities of the Successful Remote Worker

<h3>At the beginning of each year, many people make up lists of resolutions, of things they want to do or experience in the next 12 months. I did that myself.&nbsp;</h3>This year I decided to change a bit the approach and not wait until December to evaluate the fulfilment of my objectives. I realized that it is important to understand that such an evaluation does not have to do with a certain date in a calendar but rather with how connected we are with the proposed objectives.It is also important to check if we still have the same objectives and how realistic they were in the first place, and to see if priorities haven’t changed due to certain circumstances.&nbsp;And last but not least, to understand that it is OK if your perspective has shifted and that you no longer have the same wishes you had at the beginning of the year.When I’m writing this article there are only three more months left until the end of the year so why not start preparing? Think about all the things you wanted to accomplish in 2021 and notice what it is that you could not accomplish yet. Ask yourself how many of those things you can still do until the end of the year, but more importantly, how many of those are still relevant to you?I’m not suggesting that you start chasing the fulfilment of your objectives during the last months of the year but spend some time analysing and then write down the following:<ul><li>What worked as planned;</li><li>What didn’t work as you would have wanted and why;</li><li>What you can still do before the year is over and how you can set yourself a more realistic set of objectives for the next year.</li></ul>Because yes, it’s true, according to some studies, the objectives that we set ourselves are most often unrealistic. This is how frustration is born: by not fulfilling unrealistic objectives. Don’t go into too much detail when identifying a cause for not fulfilling an objective, rather try to see the big picture. For example, you can use some of the following criteria:<ol><li>I thought an objective was easier to achieve than it actually was.</li><li>I could not get over a fear I have or because I did not trust myself enough to do it.</li><li>I wish for an unrealistic lifestyle. For example, social media has put us in contact with people who share with the world the kind of life they live and the objects they possess and soon enough we wish we had the same life style. Nothing wrong with that. But is it realistic to expect to live in a luxury villa within a year when you currently barely afford to pay the rent?</li><li>I did not plan better for the things I want.</li><li>I surrounded myself with people who did not help with meeting my objectives.</li><li>The world/pandemic context was difficult and the restart of the economy was slow.</li><li><a href="https://pluria.co/blog/burnout-new-solutions-to-an-old-problem">I’m tired and I need a break.</a></li><li>I set myself too many objectives and I failed to focus on one clear direction.</li><li>I did not seek/accept help.</li><li>I did not wish something strongly enough to make the necessary sacrifices. For example, you wish to lose weight but cannot give up sweets or fast food.</li></ol>Don’t get me wrong, I’m not offering you a list of excuses. Self-compassion is not self-pity.<h3>Value what you’ve achieved so far, be honest and find the real reasons why some of the things didn’t happen the way you would have wanted so that the next time things turn out better.</h3>

How to Track Your Objectives throughout the Year

<h3>How do you stay motivated after years and years of daily meetings for one or more projects? Do you take part in interesting meetings? Do you look forward to connecting to your colleagues? Are your meetings short, useful and pleasant? Or you see your next meeting approaching and you would rather bury your head in the ground like an ostrich? (Actually, they never do that. 😊)</h3>Here are a couple of tips for all the people who want more from those meetings waiting in their calendar. It is the responsibility of each one of us, who take part in a meeting, to make it more efficient and stimulating for everyone.<ol><li>If you have been invited to participate in a meeting it’s because you are an important member of your team and your opinion is valued, therefore make sure you take an active role by sharing with your colleagues the knowledge and experience you have accumulated. Make time to prepare for a meeting.</li><li>We tend to forget that meetings only make sense if all the people taking part are actively participating. Before, when we used to work at the office (on site) some colleagues would constantly check their phones or do other things during the meetings. Now that we are all working remotely this kind of multitasking has also moved to the online meetings. It’s not long ago that I participated in an online meeting where we made some important decisions regarding a project. Theoretically, all the stakeholders were present in the Zoom meeting but at a later moment, we had to repeat a large part of the conversation because since the notebook cameras were turned off, some of my colleagues used the time to answer emails or do other activities. Even worse, days later I realized that some of my colleagues who had supposedly participated in that meeting had no idea whatsoever about some of the aspects discussed in that meeting. Therefore, be present and focused on the discussion taking place, otherwise it’s a waste of time and energy not only for you but also for the rest of the people taking part in the meeting. It’s more, you risk missing information that might otherwise help you or your colleagues do a better job.</li><li>If you have a recurrent meeting in your calendar, happening always on the same day and at the same time, make sure to let your colleagues know if you are late or you can’t participate. You will thus show respect for other people’s time and show off your time management skills. <a href="https://pluria.co/blog/the-agenda-of-a-successful-leader">If you are the organizer of the meeting</a> and someone is late, don’t keep the entire team waiting for one person. Stick to the announced timetable.</li><li>In agile workplaces, teams who work for digital or tech world projects organize daily meetings, called Daily Stand-ups or Daily SCRUM: they are 15 minutes long meetings designed to ensure that the entire team is pulling in the same direction and that each member knows what they have to do in that particular day towards achieving the common goal. There are several methods that can be used to organize such a meeting but usually the team members will take turns to answer the following three questions:&nbsp;</li></ol><ul><li>What did I work on yesterday?</li><li>What will I work on today?</li><li>Do I have any roadblocks?</li></ul>My advice is, instead of merely presenting a list of tasks that you have fulfilled during the day, you should offer meaningful information to your colleagues. For example, instead of saying „Yesterday I wrote two articles and I researched a new project”, you can say „Yesterday I wrote the articles that my colleague X can take over for validation and publishing on the website. Also, I did some research on the project Y and I think that in order to deal with certain situations we will need more time than we initially estimated”.&nbsp;Change your mindset: the goal of these meetings is not for you to demonstrate that you did your bit of the project, the goal is that the entire team is able to fulfil their goals and that you all as a team bring value to the project for which you are working.For this type of daily meetings to be successful, you must keep them short and focus on the bigger picture. For dealing with certain specific problems, it’s better to organize a separate meeting only with the colleagues who are directly affected by that problem.&nbsp;<ol><li>If you cannot perform a task or if you believe you won’t be able to finish a task by the promised deadline, be honest and say it. As a Project Manager I have often times participated in meetings where team members would try to dress up a situation so that it would looked better than it actually was and this type of behaviour can seriously influence the outcome of a project. On the other hand, of course, it is not helpful to have a constantly negative approach to all deadlines. In my opinion, what works best is the attitude that a British saying sums up very well:&nbsp; „Be honest and fair. Don’t sugar coat.”</li><li>Let your team know if you identify certain risks related to the project you are all working on. Ask the right questions in order find out more information before you make a decision. Personally, I prefer to have a better understanding of the context early on so that I can better predict possible roadblocks or difficult situations.</li><li>The time we dedicate to meetings is important and recently, my colleagues from Grapefruit had a great idea, one that I hope will get popular with as many teams as possible: set your meetings to last only 45 minutes, send your invites and try to stick to the 45 minutes. If you have back-to-back meetings, it’s a way to ensure you have time for a glass of water (hydration is crucial) and also that you replenish your energies for the next meeting.</li><li>Working remotely is challenging and sometimes technology can fail. Sometimes online meetings run into technical difficulties such as unstable/reliable internet connections. If this happens, try active listening and if you realize that the messages communicated by your colleagues come with a delay, try not to interrupt or speak while someone else is still speaking. Use the chat box of the online meeting or use the Raise hand option (if available on your preferred online meeting platform) in order to avoid interruptions.</li><li>Take advantage of the time you spend together as a team to observe the kind of language used by your colleagues and the way they react to the information they receive. Enhance your observation skills and your empathy so that later on, when you will have to communicate through text messages you will know what type of language to use with each member of your team and also how to correctly interpret what they are saying.&nbsp;</li><li>Offer constructive feedback and value the work of your colleagues. You don’t have to wait for the appraisal season or for the retrospective meetings to offer feedback, you can do it anytime. Moreover, the meetings where you discuss the status of a project are the best opportunity to appreciate the people who are working on it. It doesn’t have to be long, a short positive remark will revive the atmosphere and you will all start your day a little more motivated. For example, „Today, I intend to publish the new product on the website. By the way, colleagues X and Y have done a great job using text and design to enhance the product benefits for potential clients. I myself feel like buying it, you did a good job, guys!”&nbsp;</li></ol>I’m sure we all have had our fair share and good and not-so-good experiences with meetings. Remember though that it’s up to each one of us to make each meeting in which we participate more agreeable.&nbsp;Start by implementing one or two of the recommendations mentioned above and you will see that collaborative work can be fun!

10 Tips for Better Meetings

<h3>It&#8217;s natural that a happy employee will be much more willing to get positively involved in his job.&nbsp;An employee&#8217;s efficiency is not only based on his skills or qualifications, but also his willingness to perform certain tasks or get involved in a certain project.</h3>



Not just a couple of times, we have all felt unmotivated to begin a new day of work. How do we get back on track? Well, first of all, we must understand how the human mind works.



I remember the midnight hours I spent studying Motivation as part of the college admissions curriculum. When I did in-depth research on Maslow&#8217;s Pyramid, I understood how much the dynamics of our needs matter and how understanding them can help explain several aspects of our lives, such as choosing a profession, work integration, or socio-professional evolution. 



Between motivation, activity, and conduct, a functional cycle is established that is resumed continuously with visible effects. For example, stagnation or regression in the motivational plan has effects such as dissatisfaction, less efficient group integration, a tendency to give up, lack of confidence in one&#8217;s abilities. And the reason rarely appears as a by-product of a singular need, but as an accumulation of factors related both to the individual&#8217;s psychological factors and to the system to which they belong at a certain moment in life. 



Maslow observed and pointed out in his studies that human beings are not pushed or attracted by physiological forces alone, but rather by stimuli, habits, or instinctive impulses. He argues that we are motivated by certain needs that must be met in a certain order:



<ol><li>The need for survival or physiological aspects such as food, water, health, a place to sleep, appropriate body temperature. When it comes to work, it can translate into a pleasant working space, clean and quiet, <a href="https://pluria.co/blog/work-near-home/" target="_blank" rel="noreferrer noopener">close to home</a>, where the employee can concentrate. Also in this category is the need of the employee who has increased productivity during the evening to be allowed to work then. Likewise, if another prefers to start his day as early as possible to have more free time in the afternoon and has the support of the employer to fulfil this need.</li><li>The need for security and protection. Workwise, one can consider the legal aspects of a contract, the safety of the road travelled to and from the office, maintaining limits in regards to personal information, but also the need for order amid the documents with which the employee works or the degree of fairness that he feels in the employer&#8217;s evaluation.</li><li>The social need of belonging to a group, to have family and friends, to be up to date with the news of the group to which one belongs. During working hours or during free time, we need more activities in order to realize that, behind the small pictures in a Zoom meeting, there are people with us, not robots. For example, during one of the most recent evaluations made within the team I work with, most colleagues mentioned that although they enjoy working from home, they would like more activities to do together.&nbsp;</li><li>The need for appreciation and recognition, acceptance, for one&#8217;s ideas to be valued and put into practice. These include both recognition from other individuals (resulting in feelings of power or prestige) and self-respect, which creates a sense of confidence, adequacy and competence. Failure to meet these needs results in dejection and, in the long run, generates inferiority complexes. After all, all employees want to be recognized for the value they bring to the organization, and those who are not credited for their efforts might distance themselves. That is why a recognition program is a good step to keep yourself motivated in the case of remote work. An encouraging or congratulatory word during a Zoom meeting may matter more than you think.</li><li>The need for self-realization, to achieve certain goals, for knowledge and wisdom, for fulfilment. This comes from the instinctive pleasure of man to make the most of his abilities, to become better and better, to get involved in projects based on his own values.</li></ol>



Failure to meet the first five levels mentioned above creates discomfort. And the next step, of growth, cannot be reached without fulfilling the previous ones. As a small exercise, I leave below some characteristics that those who are about to reach the highest level of motivation (self-realization). Can you see yourself among these?



<ul><li>You perceive reality effectively and can tolerate change.</li><li>You accept yourself as you are, as well as those around you as they are (with flaws and virtues).</li><li>You&#8217;re focused on solving situations.</li><li>You&#8217;re able to look at a situation on a general, macro level, and not just the part that affects you on a personal level.</li><li>You can look at life objectively.</li><li>You can appreciate the simple experiences of life. You experience feelings of deep happiness through simple things: admiring a sunrise, smelling a flower, or listening to your favourite music.</li><li>You&#8217;re creative, but not with the purpose of seeming nonconformist.</li><li>You are concerned about the well-being of humanity.</li><li>You have people around you with whom you can say that you have created deep interpersonal bonds.</li><li>You feel the need for intimacy.</li><li>You have strong moral standards.</li></ul>



As for motivation in the context of work, it is important to remember that it is not measured in overtime hours, but energy, proactivity, and efficiency. If you or one of your employees/colleagues are unmotivated, try to identify where there has been a breach in Maslow&#8217;s Pyramid of Needs, described above. Maybe you don&#8217;t get acknowledged enough at work or in the family, maybe you don&#8217;t feel valued or you don&#8217;t have a work environment that provides a sense of security. 



<h3>Remember, when an employee feels motivated, he achieves his goals and develops faster, with a desire to pursue higher and higher goals.</h3>

What Motivates Us to Work, What Needs Do We Have?

<h3>Whether you are a manager, a subject matter expert, a client or a colleague you know that feedback is necessary and good for you and for the others. But how to give feedback?</h3>
When working remotely, because we do not have full visual contact with the people with whom we are interacting (we cannot perceive the unconscious body language of the other, such as restlessness, posture, and gestures)it is far more difficult to give or fully and correctly interpret feedback. Lack of direct, real life contact means that lots of cues are missed (or go unnoticed) or are simply misinterpreted.
Here are a couple of tips than can make giving feedback a lot easier when working remotely:
Choose the right channel
Nobody likes to wake up in the morning or go to sleep at night with an Inbox full of negative emails. Think twice before sending a message and make sure to choose the right channel: it is a proven fact that positive written feedback increases a team’s motivation and productivity whereas for negative feedback it is recomended that you rather use 1:1 calls.
Be kind
Is it kind, is it useful, is it really necessary? If you cannot answer YES to at least one of these questions or if the „errors” you detected and want to bring forward do not have a major impact in the bigger picture, then what you probably have in mind is not actually constructive feedback but a personal way to lay off steam or a desire to impose you own view on things.
Focus on the present
Sometimes, when somebody asks for feedback we jump at the opportunity but without evaluating the consequnces. Consider that sometimes, a simple opinion thrown out at the wrong moment can do more harm than good.
Recently, one of my colleagues asked for my feedback on a specific topic. Because it’s been a long time since we’ve worked together, I thought it wiser to refrain from giving any feedback instead of rushing to offer an opinion based on a past experience. If I don’t have anything really important to say or if I don’t know the entire context of a situation then I prefer to keep silent. Nobody likes being stuck with a tag on their forhead forever; people change, evolve.
Be specific
It may be tempting to choose the „easy way” and altogether remove feedback from your to do list and instead simply toss out things like „I don’t like it/I’m not overwhelmed/I don’t get it/I can’t/I want something else but don’t know what that is/Make it so that I like it”
Of course you can do that, it’s quick and it transfers responsibility from you to the other person. But the effects of that action will come back to haunt you. The other person will come back with a long list of questions for you to answer, a task that you might have avoided altogether had you invested more time and attention into giving constructive feedback in the first place.
How to do it
From an online course I took a while ago I took home a formula &#8211; „nonviolent request” and ever since I try to apply it in every situation. I like it because it’s specific and it shows empathy.
It goes something like this:
When you do this … (insert comment) 
I feel as if … (insert feeling) 
I need to … (insert need) 
Could you please… ? (insert request)
For example, let’s imagine that someone feels overwhelmed by all the tasks they need to complete and they would like to communicate that to their manager. They could say something like: „There are too many things coming my way and I can’t do them all!”
Or, they could rephrase their feedback using the following structure:
When a lot of unexpected tasks come up (comment)
I feel overwhelmed (feeling)
I need to know which is the order in which I should complete my tasks (need)
Could you please help me prioritize these taks?(request)
Another method of giving feedback, one that I learned from one of my managers while I was working in the Netherlands some time ago, is the sandwhich feedback: positive – constructive negative – positive. Let’s focus on a specific example, let’s image that an article that one of my colleagues has just finished and delivered contains errors.
You might say „Take another look at that article, it’s full of errors” or „It looks like today Romanian grammar is you ennemy”.
Or you might use the sandwich feedback and say:
<blockquote>„Thank you for sending me the article so soon, I really appreciate the speed of your execution. (posivive start) Still, I spotted some gramatical errors such as instances of lack of agrement and some missing diacritics, could you please read it again carefully and correct it? While it is importat that we publish this article as soon as possible it is equally important that we make sure it is correctly written. (negative but constructive) Taking into account that you had a very tight deadline for such an ample material, overall you did a great job!” (positive end)”</blockquote>
„Give the feedback you would like to receive” is the general principle that guides me. At the same time, I have to admit that when giving feedback I take into account not only the level of seniority of the person to whom I’m giving it but also that person’s type of personality.
What’s you take on feedback and how would you like to offer and receive it?

How to Give Feedback When Working Remotely

<h3>So you think that just because you got yourself a bunch of people with laptops and you’ve given them a common goal you’ve already got yourself an efficient team and that your project is as good as ready?</h3>
During the pandemic, for many companies the recruitement process moved online, so did the onboarding or the configuration of the remote teams. Many believed that all these processes would continue to function in the new conditions the same way they did before. But the management of a team working remotely and the entire communication process directed at this kind of team needs a different, a more structured and more empathic approach, one that should take into account the following aspects:
<ul>
<li>Frequency: frequent enough so as to motivate (leadership) but not too frequent so as not to become stressing (micro-management);</li>
<li>Quality: short and clear;</li>
<li>Content: the amount of information should adjust to the selected channel.</li>
</ul>
It’s easy to see why remote work is best suited to mature teams, the ones where the group dynamics are already consolidated, where each team member has a clear understanting of their strengths and limitations as well as of their colleagues’.
But if we are talking about building a brand new, completely remote team then the chances that this team might thrive and give the best results are slim. Among the more important obstacles we could mention: the lack of clearly defined internal processes, the absence of face to face interaction leading to possible difficulties in assuming responsibilities which might in turn lead to a lack of cohesion, a different set of expectations from each party, and also the different interpretation that each team member might give to written messages.
If I think carefully about all the teams I worked with so far I can clearly map all the stages that the psychologist Bruce Tuckman identified and described more than 50 years ago in his group development theory:
<ol>
<li>Forming (The phase where team members get together, be they freelancers or new members joining an already existing team. They start working together but they are very focused on their individual tasks instead of the more general objectives).</li>
<li>Storming (It’s the phase where the personality and expectations of each team member come to light, when you get to see everyone’s work style, when potential tensions and frustrations will become evident. It’s a key stage in the development of a team because it can either make it or brake it.)</li>
<li>Norming (This is the stage where internal procedures and individual responsibilities are defined, where team members start to know each other and start developing the team spirit, agree on a common way of doing things and offer one another constructive feedback.)</li>
<li>Performing (It’s the stage where each team member knows their professional abilities, they trust the team, they work out of pleasure and towards professional fullfilment, the work objectives are met in an efficient manner.)</li>
<li>Adjourning (It’s the final stage where the team’s work ends either because one of the team members decides to leave or because the project reaches its end.)</li>
</ol>
Every time a team gets a new member it will go again through all these stages because every new member that is added to the team creates a new group dynamic.
Actually, when we talk about remote teams it all comes down to trust: that of employers monitoring the time that the employees spend in front of the computer, that of managers who have to make sure deadlines are met, the trust or confidence that each team member has in their own capabilities or the trust that each team member offers to the others.
When working remotely we are all vulnerable.
We don’t know each another personally and still we have to count on one another. And this entails being able to quickly adapt to changes, it means staying agile and open to new experiences. We are independent in what we do but at the same time we have to take a step back so that we can see the bigger picture, the entire puzzle of the project that we are a part of.
And once you understand that every team goes through each of the stages mentioned before then you start looking at things from a different perspective. Not that of the authoritarian role of a horse owner but the perspective of the gardener who helps all kinds of plants to grow and flourish.

How to grow a remote team

<h3>A study by the market research agency Wisemetry Research shows that people work harder when they work from home. The main reasons behind an extended work schedule when working from home are: several activities need to be solved spontaneously, we want to demonstrate that we can work efficiently, we prefer not to interrupt the pace of our work/concentration. Compared to office work, remote working encourages creative thinking, but for some employees, it can prolong anxiety and make communication between colleagues more difficult.</h3>Over 70% of Romanian employees who participated in a survey conducted by the BestJobs recruitment platform say that the level of work-related stress has increased since the onset of the pandemic, and more than a quarter of them estimate that the stress level has even doubled. Several figures from Microsoft 365 quantify the digital exhaustion we all feel:<ul><li>Time spent on Microsoft Teams meetings has more than doubled globally;</li><li>The time of an online meeting is on average 10 minutes longer;</li><li>Users send 45% more messages on the service chat during work hours and 42% more outside work hours;</li><li>66% of people work on documents online;</li><li>62% of calls and meetings are unscheduled or ad hoc, with an exponential increase of pressure put on people to keep up;</li></ul>Despite the overload of messages coming on all channels (phone, email, chat), 50% of people respond to all within five minutes or less. This proves the high level of intensity of our working day and that what is expected of employees during this time has significantly increased.At the same time, the lack of outdoor activities in the cold season, the lack of social interactions, and vacations due to the restrictions imposed during the pandemic, made employees spend even more time in front of the computer than usual. And this leads to exhaustion and anxiety, to increasingly frequent mistakes, and even to the decrease of the quality of work due to the accumulated fatigue. There is a lot of pressure and we forget to disconnect, we forget how important leisure time is.Entrepreneur and author of the bestseller Time Off, John Fitch describes the four stages of creativity in his book:<ul><li>Training</li><li>Incubation</li><li>Enlightenment</li><li>Verification</li></ul>Few know that incubation and enlightenment are activated only during free time when we are not working. Basically, 50% of the creative process happens when we do NOT work. In those moments, when we rest or do any other activities that are not related to the daily job, our brain processes the information received and restructures it according to a new logic. Hence the saying “better sleep on it” applies when you have the impulse to respond to a message defensively, and a day later you end up regretting it because you see everything in a more detached way.Creating a personal habit or an organizational culture that gives voice and promotes breaks or encourages you to disconnect in due time is important. Rest is not detrimental to work, but is an essential function that needs to be respected in order to do an excellent job.Many companies around the world have already begun to understand this by limiting employees’ email access after business hours or introducing a “Live it” program that offers everyone a day off per month or a shorter day on Fridays with a summertime policy (“Summer Friday Policy”/“Short Friday”).In the team I work with, we support each other as “disconnect buddies” and we signal one another when we respond to emails at late hours or consecutively work overtime.We live in a time when “I’m busy” or “I am swamped” have become the most common answers when our parents or friends call us. Too often we put resting at the bottom of our “to-do list”.And if the pandemic should have taught us anything, it is to appreciate more what truly matters: to take care of our health and that of those around us, to listen to the needs of others, to offer and seek support, to set boundaries when something is not going in the right direction.Burnout rarely happens all of a sudden. It appears with every hour/day we spend under pressure, without disconnecting, with every project being treated as a continuous marathon instead of sprints we engage in only when they are truly necessary, with each “I just need a few more minutes to finish this” that turns into entire nights spent in front of the computer.What do you do to reduce digital exhaustion while working remotely? Who supports you in this process?

Ways we can avoid digital exhaustion while working remotely

<h3>My dual role as a contributor for Pluria &amp; communication lead at ING Hubs Romania facilitated today's interview with my colleague, Mihai Mogoș - IT Area Lead&nbsp;😀 We're talking about how software engineering teams work and connect in a hybrid environment, about the 4-day workweek, and the challenges it brings.&nbsp;</h3>Without too much corporate preamble, I dive straight into the dialogue and hope to inspire you!<h3>What does hybrid working mean at ING Hubs, how often do you go to the office?&nbsp;</h3>At ING Hubs Romania, we have a hybrid working model based on what we call "interactions with purpose". This translates into encouraging colleagues to come to the office as often as it makes sense for them, depending on the activities they are involved in. "Interactions with purpose" are those moments where physical connection is important, where meetings at the office serve a purpose: welcoming a new team member, brainstorming sessions, retrospectives, etc. I go to the office about two to three times a week, especially when I have one-to-one sessions with colleagues from my team. And for these meetings, we take advantage of the fact that we have a central office on Calea Victoriei, so we can go out into the garden or take a walk around. "Walk and talk meetings" have remained for us since the pandemic period when I met with colleagues in the park closest to them.<h2>How did you come up with these team rituals, how did you decide which moments you spend physically at the office and which remote?&nbsp;</h2>The organization is based on Agile work methodologies and the "Scrum" framework, so we relied heavily on teams' ability to self-regulate and establish together the moments of offline meetings. We also had coaching sessions with expert consultants in ways-of-working who provided us with diverse perspectives from other work environments. With their help, we were able to gain insights at multiple levels: individual - team - organization.<h3>How does a workweek look like for you?</h3>I would say that workweeks at ING Hubs can look very different from one day to another and from one colleague to another. Some colleagues are enrolled in the 4-day workweek program, so they establish with their team the days of the week they will work. Additionally, on some days, we may have visitors from the countries we work with within the global ING group; on others, we participate in various internal events organized at the office (parties, blood donation campaigns, technical meet-ups, board game nights), or on other days, we spend time together with colleagues outside the office, at external events (we support presentations in universities, work with teenagers in the PepinTEEN program, plant trees, etc.). I've been at ING Hubs for 12 years, and I can say it's not a place where you get bored.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/ING_Hubs_Romania_fotbal_at_the_office_2d3ec7828d.png" alt="ING Hubs Romania_ fotbal at the office.png"><h3>The 4-Day Work Week program is already in high demand, and ING Hubs was among the first companies to implement it in Romania after the pandemic. How is it for those who follow it, what are the challenges at the team and individual levels?</h3>The organization desired this flexibility at all levels. It's important, given that the work we do is based on creativity and synchronization with different people from various countries working in different time zones.Certainly, this flexibility comes with some challenges, in the sense that colleagues' schedules need to be carefully planned to cover the entire week. Everything relies on the team's ability to self-manage, especially since in the engineering departments, we apply the principle of "you build it, you run it," meaning we are responsible for maintaining the application in production.Hundreds of colleagues across the organization have opted for this program, and I am among them. At an individual level, I believe discipline and accountability are key. Working 10-hour days can sometimes be exhausting and can affect you personally. That's why such a program is not for everyone. It's important, as an organization, that suitable options are offered to everyone. I would be happy to see this option, the 4-day work week program, adopted by as many companies in Romania as possible.<h3>You've touched on a sensitive topic: flexibility, which is a highly sought-after benefit in today's job market. What does "workplace flexibility" mean to you? What do you find at your current workplace, and what would you perhaps wish for more?</h3>Indeed, flexibility is increasingly important in the current context, especially when your profession involves creativity and innovation. You need to be able to concentrate, and knowing that you can adjust your schedule to work when you feel most productive maximizes results. We are over 1,700 different people, with diverse needs and qualities, and it helps to have multiple options available for organizing work schedules effectively.For me, workplace flexibility means knowing that I have the freedom to organize myself as long as I get my job done and align with other colleagues. I hope this openness is maintained; I believe it's an adaptation to the times and context.When I joined ING Hubs (or as it was known back then, ING Tech), we were only 7 people. I have stayed here for 12 years because I felt the organization has always been open to new ideas; we haven't remained stuck in time. Of course, "the organization" is an abstract concept because it is built by people, and I believe that's what matters: selecting people who share a common set of values. Despite our impressive growth as an organization, we haven't rushed to recruit colleagues just for the sake of growth because there was a risk of not resonating with them at a fundamental level.<h3>How important is the office as a workspace? Does it provide the appropriate framework for team bonding?</h3>When work began on this new office, a call for projects was launched for architects: "Design an office for a person". And that said it all: from location to selected materials, to furniture, everything revolved around the colleagues who populate the building.The @TheCuriousOffice space was designed to encourage interactions among people. Beyond smaller and larger rooms (suitable for meetings or phone calls), we have an Auditorium where we meet during the day for presentations and in the evening for movie screenings or World Cup matches. There's a café space behind the interior stairs where we gather for pizza and board games, a garden where we enjoy good conversations at sunset during the summer, a rooftop terrace where we've spent evenings with a DJ's music and admired the planets through a telescope. We have many opportunities to connect with those around us; the space is very conducive in this regard.<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/ING_Hubs_Romania_terasa_423562bc1a.jpg" alt="ING Hubs Romania - terasa.jpg">

What does flexible working look like in a technology company in 2024?

<h2>We see TV ads promoting Flip.ro, where you can buy or sell second-hand phones. Flip, a regional business part of the eMag group, generated €60 million in revenue in 2023 with ambitions to become a major player in Europe.&nbsp;</h2>Yet, few know it was founded by three young adults.&nbsp;George Moroianu, co-founder and CEO, had already launched two companies by the age of 21. He now shares Flip's narrative, emphasizing its human-centric approach rather than mere statistics.<h3>Although a recent market entrant, dozens have already rallied around Flip: from founders and employees to collaborators, partners, and investors. How many people are now part of Flip.ro?</h3>Indeed, the company has garnered support over time, which we're deeply grateful for—it's what propelled our rapid expansion! Today, we're roughly 240 colleagues at Flip.<h3>You're a business of trust: Flip.ro relies on buyers' trust in the product quality and sellers' trust in getting a fair price through you. How do you build and transfer this trust internally among colleagues?</h3>When building a product category, it's not just about defining it but also about building trust in it. We're in the refurbished tech category, and we gain trust by ensuring:<ul><li>For buyers: products sold are of excellent quality. We achieve this by inspecting each product through 67 quality tests and reconditioning them to function like new. Additionally, we offer benefits similar to new product sales: 2-year warranty, 30-day return policy, next-day delivery, and delivery to easybox. All while saving up to 40% compared to new prices.</li><li>For sellers: we ensure a straightforward selling process and prompt payment.</li></ul>Read more: <a href="https://pluria.co/blog/ing-hubs-program-flexibil">What does flexible working look like in a technology company in 2024?</a><h3>How often do you work from the office versus remotely? How important is team togetherness, and how do you maintain connection beyond daily tasks?</h3>We're flexible and work in a hybrid manner, with in-office versus remote days varying by department. We see advantages and challenges in both modes. For example, you might prefer working from home for prolonged focus periods but find it easier to discuss updates with the team in the office.For a scale-up like Flip, being together in the office is crucial. Spontaneous brainstorming and idea-sharing moments are valuable and help us move quickly.Read more: <a href="https://pluria.co/blog/cafes-bucharest">The best Cafés in Bucharest to work remotely</a><h3>You mentioned in a TEDx talk that education shouldn't be about competition but about self-reflection. Have you instilled this mindset in the Flip.ro team? If so, how does it reflect in the organizational culture and team activities?</h3>It's difficult to determine if we've successfully communicated this, but we definitely notice two aspects that bring us satisfaction:<ul><li>Firstly, we spend more time listening to our customers and improving for them than studying the competition. This doesn't mean we're not attentive to the market; we are. However, we believe competitive advantages come from staying close to customers and building based on their insights.</li><li>Secondly, we have a transparent culture based on feedback. It's essential for me and the co-founders to have an environment where people feel comfortable sharing ideas. It's more important to reach the right conclusion together than for someone to win a discussion. Prioritizing the company's well-being allows us to help each other with honest feedback aimed at improvement.</li></ul>It may not always be perfect, but it's a principle we adhere to and an exercise we work on to improve.<h3>The journey from a small start-up to a stable organization seems long with constant internal realignments. How did you scale the business, and what challenges did you face? How many original team members stayed, and how many left along the way?</h3>Each growth stage came with its own challenges. In the first year, challenges were more about the product and go-to-market strategy. As we grew, we focused more on the team, organization, culture, and long-term strategy.For example, during the scale-up phase, transitioning from a team of generalists to specialists in each domain (e.g., finance, marketing, tech) was crucial to adopt best-in-class processes and methods.Many early colleagues have stayed with us, and their roles and responsibilities changed as the company grew. This change wasn't natural for everyone, but it brought many lessons and satisfaction.Read more: <a href="https://pluria.co/blog/perks-and-benefits-in-2023">Perks and Benefits in 2023</a><h3>How did the eMag acquisition impact the Flip.ro team, and what were the changes/challenges it brought?</h3>The moment eMag became an investor was met with great enthusiasm by the team. We had laid the groundwork for something beautiful, but it was clear to all of us that we had a lot to learn from such a prominent eCommerce player. And that's exactly what happened. The challenges were more about rapidly adopting best practices and learning as entrepreneurs to manage the business through different growth and maturity stages.<h3>In another interview, you mentioned that the people you start with are crucial. You want to work with people you trust. What do you look for when recruiting a new team member?</h3>In addition to hard skills, we're very interested in soft skills, specifically how suitable we think the person will be in the organization. Some important aspects for us are:<ul><li>Results orientation - we like people motivated by the impact they make.</li><li>Curiosity and interest in improving things for customers.</li><li>Being a good team player - knowing when and how to give and receive feedback, and working well in a team.</li></ul>Read more: <a href="https://pluria.co/blog/how-to-lead-a-distributed-team">How To Lead A Distributed Team</a><h3>How important is it to follow your passion, and how many "no's" or "yes's" do you need to pursue goals further? How many "no's" did you encounter until Flip.ro took shape, and what made you not give up?</h3>In business, at least, I don't believe so much in the idea of following your passion. Or at least I'm pretty sure it's not the only path to success. What if your passion lies in a "red ocean" market, with many competitors who have already successfully implemented your idea in various forms?For us, the three Flip founders, the passion was more about building useful things, and we were attracted to the idea of ​​starting a start-up. Of course, we happened to really like the industry and its challenges, but we didn't start this business because we were very passionate about electronics per se.I think it's more important to do something that satisfies your curiosity and that you enjoy. As long as you fulfill these criteria, you'll have enough energy to overcome all the inevitable "no's."

George Moroianu (Flip): from start-up to eMag investment

I am a digital project manager with a 360° perspective, passionate about understanding what makes projects truly successful and why. I’ve worn every hat in the communication domain: from PR to marketing, from content writing to e-commerce growth strategies, from managing volunteers to business development, from CSR campaigns to product development and AI technologies.&nbsp;

Valentina Roman

Former bank officer for 12 years, I am currently testing entrepreneurial remote work and a self-taught way of life which combines different hobbies.

Cristiana Tănase

It is said that a journey of a thousand miles starts with a simple step and mine started a few summers ago when I wanted to do something for myself, so I enrolled in a coaching programme.&nbsp;This gave me the chance to look at myself from a different perspective: little did I know that it would take me to a different career path, that of being a coach.&nbsp;

Patricea Pop

I’m a freelance writer working with startups and B2B tech brands for more than 7 years helping them produce long-form content that drives traffic and engages readers.&nbsp;

Patricia Borlovan

I’m Lucia Margan, a Digital Marketer specialized in SEO Content Writing, Copywriting and UX Writing with more than 7 years of experience in the field. I am passionate about producing high-value content that creates a true impact and organic growth.&nbsp;

Lucia Margan

Co-founder of Pluria and 7card, 10 years ago I left my career in management consulting for the uncertainties&nbsp; and excitement of entrepreneurship.

Andrei Crețu

Journalist by profession for over 10 years, but converted to public relations and human resources. I appreciate good manners and the art of communication in all its forms. I consider that elegance in behavior is the most precious prerogative, a principle according to which I guide my entire activity.

Delia Pușcă

I studied English and Spanish language and literature and translation was (and still is) my first love. Once, out of curiosity I took a job as a technical writer. Curiosity is what still drives me to look for fascinating stuff.

Lidia Mussato

To accept. To know. To love. To learn. To receive. To return. To transform!

Ane-Mary Ormenișan

With over 10 years of experience in communication and content creation, I am passionate about design, writing and visual storytelling. I like to paint stories in words and pixels and discover people who inspire us.

Georgiana Petcu

Media consultant, with theatre roots, strains in television and fruits in brand and communication strategies.&nbsp;

Viorela Mihai

hc_admin

I have been contributing and working in the entrepreneurial ecosystem of Latin America for 8 years. My expertise refers to startup creation, sales and consulting in entrepreneurship. Throughout my entrepreneurial career, I have had the opportunity to create two startups.&nbsp;

Mateo Marulanda

Andreea has a Bachelor’s degree in Philology, she has published articles and reviews, and she writes about books that interest her.

Andreea Moldovan

IT-enthusiast, adventurous and nature lover, even remotely, I focus on my work the same way I focus on my passions.

Carmen Petrovici

Freelancer, I am curious by nature, with a passion for writing and reading, especially in places that inspire me, which I choose according to mood and season: an intimate café, a blossoming park – as long as the battery holds – or a coworking space with modern facilities.

Laura Coman

My connection with writing started a long time ago when I was just a kid passionate about stories of all kinds. Just reading stories was not enough, so I started to build new ones and put them down on paper.&nbsp;

Rafaela Sava

Originally a legal consultant, but more of a communication person, passionate about writing, digitalization, social media, history and philosophy. At the same time, I don’t think there is a problem that can’t be solved with a good book or a series.

Diana Nădejde

I believe in the power of human connections and how storytelling can turn strangers into loyal brand advocates. That's why, through my role as Digital Marketing Specialist at Pluria, I develop strategies that speak through valuable content and enable brand development on digital platforms.

Betsy Riatiga

Writing is my second nature, but working from anywhere in the world is probably my first. I explore remote work and the best places to do it, always in search of stories worth telling.

Anca Șerban

Young entrepreneur with vision and desire to bring about a change in the society. Passionate about acting and writing. I am focusing on building, I strongly believe in the human potential, I am trying to deeply understand every situation I encounter in a project and to infuse positive energy in each human interaction.

Ana Maria Vâlcu

Chatty is a freelance writer from Manila. She finds joy in inspiring and educating others through writing. That’s why aside from her job as a language evaluator for local and international students, she spends her leisure time writing about various topics such as lifestyle, technology, and business.

Chatty Garrate

Experienced HR and Communication professional with extensive experience in the banking, IT, and fintech sectors, with experience M&amp;A and a PhD in HR. A former cellist and avid music enthusiast.I’m driven by curiosity and embracing&nbsp;an optimistic approach. I believe that open communication and continuous learning create an environment where everyone feels valued and inspired to reach their full potential. I also strongly believe in a climate of mutual trust where ideas flow. Knowing that daily life can be a dizzying carousel, I strive to find a balance between intensity and fulfillment, without it becoming overwhelming.

Nora Dobre

I am Colombian and I am completely in love with my country and with what I do. Social Communicator and Master in Marketing Management with 8 years of experience in marketing, communications and content. I love creating, generating new ideas, writing and enjoying a good coffee. People say that without a north it is impossible to know where to go, and that is what I am focusing on: defining my personal and professional north to work every day to be a better person, to fulfil each one of my dreams and to give my team, my family and the people I know the best of me.&nbsp;

Natalia Gómez Almansa

Writing has always been my passion, and freelance is not a desire but a lifestyle. I value my freedom of choosing projects, timelines, and clients more than anything. I choose projects with which I resonate, and I always strive to leave an essential mark on them.&nbsp;

Oana Păuna

Octavia is a content marketer with a knack for storytelling that sells. She’s been at this for the past ten years and she admits that 1) she’s still got a lot to learn and 2) she drinks way too much coffee and works way too late. She plans on writing a book that will help her retire before 45 and grow chicken and lavender somewhere… away.&nbsp;

Octavia Drexler

Radu Jinga

I am a person interested in both: the mysteries of the deep past and the unlimited possibilities of the future. I am very optimistic by nature and I trust very much in the progress of the humanity. I am ready to get involved in activities helping people to adapt to the rapid changes that we all experience in the present and I do hope to bring my contribution as much as possible. I have a significant working experience doubled by a permanent wish to up-date, I love people, I fixe myself objectives that I can finalise and I have a sharp sense of humour.&nbsp;

Mariana Petcu

I have always been passionate about the business world. The process of bringing together people that have never met before to give birth to an idea and grow it to become a global phenomenon is nothing short of a miracle. I always want to be close to those who have the courage, determination and vision to do it.&nbsp;In almost 20 years of work, I never stopped learning. I started with customer care and continued with program and project management, loved to work in business operations and did plenty of people management in all these roles. So I learned a lot about people: what motivates us, how work shapes our lives, what is good leadership, how we create teams that thrive and communities that endure. I realized that no matter how ambitious our goals are, at the end of the day, what is most important is being part of a company that we enjoy working for. And I decided that, wherever I find myself, I want to contribute to this feeling. So here I am, writing about it, hoping to make a difference in how we work.

Andreea Băloi

Who am I? It’s a philosophical question that we can leave for another time. But, I can tell you what I do and how I am. I’ve been a bilingual freelance writer for a year and a half, I started this journey believing faithfully that words have the power to change everything. Each brand keeps a story and knowing how to tell it is the secret to connecting with communities, at the end of the day words are the bridge between a project and people I write articles, blogs, microblogs, and copies. I’m passionate, enthusiastic, very organized, and curious. I spend my days in a cycle: I research, I write, I edit, I write (again) and between the breaks I prepare many cups of coffee, would you like a cup?&nbsp;