Leading in Uncertain Times
summary
Teams document that a full-day virtual workshop succeeded after migrating an in-person plan online, spin up five social‑good squads to absorb 15–20 people from paused projects, and run zoom kids activities and a pet social to buy caretakers 30 minutes of focus. Meetings balloon as corridor chats become scheduled calls, so leaders insert mandatory breaks and a Friday no-meeting day, experiment with async standups, and track engagement and belief in work rather than raw hours.
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chapters (8)
- 0:00Introduction
- 4:41Pandemic transition reactions
- 13:06Team expectations and mental health
- 24:02Remote work rituals and creativity
- 29:37Reimagining projects and motivation
- 34:09Measuring remote output and engagement
- 41:10Work-life balance
- 45:28Seven-week reflections and future work
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