Pause, Plan, Perform

A wider debate with organisations who see value in the conversations, sharing views and experiences, diving into debating research, and continuing and applying the learning wherever it comes from.

Pause to perform...

The last two years have been a period of unprecedented disruption to our professional and personal lives. We are all trying to make sense of the impact of that, as well as trying to forge a new work environment which treads a line between economic reality and the fundamental but diverse need for human connection.

Right now, in organisations, whatever space they occupy, leaders are grappling with articulating the reality, finding certainty, and trying to predict and anticipate solutions and answers. A really clear way forward seems a long way off and shifting almost daily.

A group of our clients joined a wider debate with organisations who see value in the conversations, sharing views and experiences, diving into debating research and continuing and applying the learning wherever it comes from.

What will it look like?

1. To identify the key trends, changes, and ongoing people challenges affecting your businesses.

2. To identify options / new solutions for the future.

3. Where next for the work revolution?

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Where did all the talent go?

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Pressing Pause - Where next for the work revolution?

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Pressing Pause - Where next for the work revolution?

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Pressing Pause - Leading Hybrid

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Pressing Pause - Leading Hybrid

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Session 1 - Hybrid Working needs a reset

Our first session focussed on conscious reflection: on what has changed about the way we do work now, identifying the fundamental assumptions, beliefs, and values that must now be questioned about how we and our organisations operate. The experiences and observations of the research cohort grouped around three big 'grapple' questions...

1. How does one lead in this new world?

2. Where did all the time go?

3. Where did all the people go?

Session 2 - The Hybrid Model - the practical experience

Our second session shifted the focus to the practical experience of the 'hybrid' model. Beyond the work locations that it describes (in-person and virtual), we instead looked at the whole system of how work is being delivered and the impact on the organisation, leaders, and people. Here we were able to identify examples of surprising innovation, readjustment and downright unhelpful practices and habits that have emerged as the external environment has changed.

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Session 3 - Identify skills for leaders of the future

Our third and final session focussed on intentional behaviours and strategies to keep the things that have proven beneficial in place upon which to build flexible, personalised, and sustainable work experiences for the future - that are aligned with how people really want to work and live. And that will also require a different set of skills for leaders of the future. As we wrapped up our Pause & Reflect research cohort, our final discussion was to identify those skills that leaders of the future would need to deliver a human-centric experience to those they will lead.

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