This is how a story on MT.nl begins at the beginning of this week. Managers should be allowed to do a little more self-reflection. Especially in this time of corona it is difficult to receive signals from dissatisfied employees. A one-on-one conversation every fortnight or month is not a bad thought. Before you know it, your talents are pulling their props. Right now it is important to stay in close contact with your people. (MT.nl) I get this quote from the same newsletter. “Did you know, for example, that you seem more competent when you ask for advice from others? That’s counterintuitive, isn’t it? Certainly those who suffer from the imposter syndrome will not ask for advice to keep up appearances. “
Managers: ask questions, listen to your people, give them the genuine feeling that you take their ideas into account. That makes you a competent manager. Communicate often, lead by example (and take responsibility for your own role), be approachable and work on trust, for example in and by also showing an interest in non-work-related matters. (Sprout.nl). Henny van Egmond van Yolk on this topic in a blog: “In recent days I have spoken with many people who are difficult today. They are tired, fearful, insecure or even panicked. Tears regularly flow, because they really don’t know anymore. Fortunately, it often clears up by talking about it. The uncertainty of this time can paralyze people. They actually want to keep doing the same thing they always did. But that is not possible today. We no longer have the coffee corner where we can catch up with colleagues. We no longer get on the train with the same commuters, or in the car with the usual traffic jams. There is no company restaurant where we have extensive choices and the weekly department meeting, that resting point where we could handle our mail during the uninteresting agenda items, no longer exists in that form, “says Van Egmond. This development requires extra effort from managers. Help employees find new routines. The phenomenon of self-management is also part of this. In short: less top-down supervision and control, more direction from colleagues, the result achieved and the reactions of the customer, market and society. You can read more about this here.
Now that the second lockdown hangs over our heads, it becomes clear that travel and physical interactions are only allowed to a limited extent. Digital collaboration is therefore becoming increasingly urgent. The turnover of the digital industry in the Netherlands is growing by 14 percent and will reach a joint turnover of 981 million euros in 2019. The more than 140 affiliated agencies recorded an average net profit of 11.3 percent in 2019. The members of DDA expect profits to grow by 1.6 percent in 2020. In total, more than 8,300 people are employed by the various DDA members. Of these, 664 employees work on a freelance basis and 432 work off- and nearshoring. (Source: adformatie.nl) For the record: Nearshoring or nearshore outsourcing is the outsourcing of business activities to an organization in a relatively nearby other country with lower wages. That’s how Wikipedia describes it. Nearshoring is gaining popularity, especially in the field of software development.
I also found this interesting to read: Get out of your bubble and beat the algorithms of social media. Science journalist David McRaney encourages us to seek out precisely the contradiction. Information that actively contradicts an opinion that you have previously formed. “Build an online environment that encourages your lazy brain to burst the experience bubble and consider all available angles,” he says. That is not easy. McRaney even describes it as one of the hardest things for a human brain to do. “(Source: MT.nl)
From the Belgian bloove.be I have picked up a sympathetic story about customer first marketing: “In these uncertain times, consumers are attracting brands they trust. Therefore, communicate your brand mission honestly and transparently. Prioritize building lasting relationships over direct transaction value. Communicate company policies and practices in plain language. And always respect the latest privacy laws to protect consumers and their data. “Supervisors should talk to employees about these matters. Take the pressure off the kettle to perform. There are many ways to perform.
Executives play a key role today. Even when we were ‘just’ working from home, it became more important for managers to connect more with people they deal with less often. For a moment we seemed to return to what we were used to. But now that it looks like we will be working from home for months to come, executives really need to make a change. Teach employees to enjoy the things that are happening around them, the opportunities that this time offers, such as a walk during the day and working a little more at unusual times so that there is room for children or the elderly. Talk to your people about these matters. And prevent them from becoming restless and thinking about another job.