While social capital has always been integral to collaboration at work, it is essential for every hybrid and remote employee and for solo entrepreneurs. Since this work has rendered many of these employees less visible, it has become non-negotiable for these employees to invest in their own interpersonal relationships. Just like any other currency, social capital can be earned, invested and spent.

By Aliza Licht

Working remotely may not seem like the sort of environment where burnout thrives, but it is. Learn about ways to avoid common pitfalls and lead a more balanced work life.

By Dianing Yudono

Microsoft’s Work Trend Index survey reveals a high level of burnout among employees, but there are ways to mitigate it.

By Dawn Klinghoffer and Katie Kirkpatrick-Husk

Loneliness — the distress and discomfort we feel when we perceive a gap between the social connection we want and the quantity and quality of the relationships we currently have — can be a side effect of remote work. That lack of connection might feel slight or huge based on how we’re wired and our unique set of needs. Sadly, prevalent feelings of loneliness were on the rise even before the Covid-19 pandemic, with 61% of respondents to a 2020 study conducted by Cigna reporting feeling lonely.

By Octavia Goredema

As organizations strive to make their workforces more diverse with respect to race, gender equity, and people with disabilities, leaders need to apply these same strategies to employees with different kinds of minds. The author, who has more than 50 years of experience in industry and academia, explains how she processes information as a visual thinker and shares how business leaders can harness the power of different kinds of thinkers. Doing so will increase creativity, ignite problem solving, and lead to more cohesive workplaces.

By Temple Grandin

Honeycomb has doubled in size since I joined less than 2 years ago. More people means we can do more things at the same time. Both “more people” and “more things at the same time&…

By Jessica Kerr

Brandon, a senior leader, asked, “What is all this hype about agile frameworks and models and practices? Do I really need all that stuff?” I shook my head and grinned. “Nope. Instead, practice this: make change easy, so you can learn from it. That allows you to change again and faster. Especially for management.” “That's …

By Johanna Rothman

This post is part of an ongoing series that gives you an insider’s look at the Corporate Rebels company handbook. If you’re new to this series, we suggest thatreading the quick intro post explains why we’re doing this—and what to expect. In today’s post: Radical transparency.

By Pim de Morre

In this ProductTank Auckland talk, Tanya Johnson, VP of product at Auror, advises on how to weave ethics into product management and make sure the products we build have a positive impact on society.

By Anna von Hagen

The world does not need another prioritization framework. However, one thing that always bugs me about (many) prioritization conversations is that teams often leave out the expected value curve of the work. “Level of effort” (or complexity, even) has never cut it for me because it assumes one fixed effort point. I am more concerned about the effort/time to impact curve because that (to me) more accurately represents product development.

By John Cutler

In November 2022 our Development Leadership Team (DLT) started asking our teams to let us know about Team Health and Satisfaction via…

By Clare Tunstall

Want to cultivate a more dynamic, engaged, and successful organization? Who doesn’t!

By Jackie Colburn

Don’t overlook the importance of self-efficacy and sustaining motivation through challenges as qualities of thriving software development teams.

By Cat Hicks