By Melissa Swift

Here’s how to fix the root problems that make organizations feel rude and uncaring to employees.

By Andy Molinsky and Melissa Hahn

Most of us never consider how culture shapes our expectations and assumptions about relationship building. But research shows that our cultural upbringing influences how we form and maintain connections with others — often quite significantly. This article identifies six core elements of the relationship code: where relationship building takes place, who can initiate relationships with whom, what kinds of relationships people attempt to form, what types of personal information people share, how people present themselves in the early stages of getting acquainted, and how quickly we expect to establish a working sense of trust and rapport.

By Darcy Marie Mayfield

A look at how you can drive remote work productivity by helping people access their Zone of Genius.

By Gianpiero Petriglieri

Friendships at work can enrich us and our organizations if we cultivate these relationships thoughtfully.

By Joost Minnaar

Recently I wrote about the importance of transforming the Self in a successful transition to a self-managing organization. However, this transition…

By Jenny Fernandez, Kathryn Landis, and Julie Lee

Recent research suggests that when resources become limited, many business leaders’ inclinations are to become risk-averse and protect their own interests, fostering a culture of conservatism and prioritizing stability over innovation. In such circumstances, the emphasis often shifts toward preserving existing assets, reducing expenditures, and maintaining the status quo, which can hinder the organization’s ability to adapt, pivot, and thrive in a competitive environment. However, it’s precisely during these challenging times that the untapped potential of collaboration can be a game-changer. If you’re a leader struggling with risk-taking, here are four strategies to make the mindset and behavior shifts to become more collaborative and unlock growth.

By John Cutler

The biggest source of waste is not low performers or having too many employees. The biggest source of waste is untapped skilled pragmatists. The number of skilled pragmatists in any given company is much larger than people realize and, therefore, represents a HUGE opportunity. But almost by definition, they are less visible.

By Ian Ames

In February 2024, Agile in the Ether had its first in-person event. I’ve written posts about the day’s first two workshops: building connections and beyond DORA. For notes on the third workshop, we’re trying something different: a guest post from Ian Ames!