Mental well-being is making headlines again. ‘Burn-out’ is becoming increasingly a feature of concern as many managers and staff have worked ceaselessly to ‘keep things going’ over the past couple of years.
Regardless of society’s collective rush to embrace the virtual world, when the chips are down people, rather understandably in my opinion, do not always want self-service – they need the empathy, creative thinking, and reassurance that comes from human relationships.
In past reflections I’ve talked about well-being and how we can better manage that collectively. But part of dealing with collective well-being is to recognise that it is often a very individual issue.
The increase in the use of call centres has been driven by customer demand for ‘out of office hours’ access to a range of services, as well as their desire to access 24/7 services from home.
Our history is replete with stories of excellent leadership. From Wellington to Churchill, our leaders have traditionally shown great virtues as well as deep flaws.
I think we are arguably on the precipice of one of the most difficult periods of business management we have likely ever encountered.
Our new working arrangements mean we have exported many work stresses into our homes
Do you remember the phrase, ‘I’m having a good lockdown?’
I’ve written recently about the importance of doing the right thing – not just in terms of how we perceive ourselves but also in terms of how we are perceived by clients, regulators and policy makers.