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      "body": "What do our values have to do with our job or career satisfaction?\n\nMost companies that you work for will have some sort of Mission, Vision and Values indicated somewhere.\n\nThey might be on the website, in the employee handbook, or, like some larger organizations, have them carved into the wall when you walk into the building!\n\nThis is great, as these elements are the compass through which the organization makes all of its decisions (or at least that’s what they should be doing).\n\n\n\n\nBut did you know that we all have our own personal values that drive our decision-making?\n\nIt’s true, and it’s often the first thing to kick up a warning flag when we start to make decisions based on fear, judgement or other factors that aren’t rooted in our values system.\n\nListen to the Get More Podcast Episode 53. Do You Know What Your Values Are? here.\n\n“Values matter because you’re likely to feel better if you’re living according to your values and to feel worse if you don’t. This applies both to day-to-day decisions and to larger life choices.” envatotutsplus.com\n\nIf our values drive our decisions, what does that look like during our regular day-to-day activities?\n\nPersonal Values\n\nSandra is an account manager for a large organization, and part of her role is to manage two dozen client accounts.\n\nPart of her role is to compile data on the progress that has been made throughout the month and present it to each client in a monthly review, yet the last month hasn’t been very good on two of the accounts.\n\nThe reasons for the lack of progress are valid, and there has been some movement in parts of the account; however her boss has asked her to “only include the positive progress” so that the clients don’t get upset with them.\n\nIf honesty is part of her value system, then Sandra is going to feel very uncomfortable with this request, as it is not in alignment with her values.\n\nThis leaves her in the position of choosing to either compromise what she believes to be important vs following through on what she has been asked to do by her boss.\n\n\n\nHave you found yourself in this kind of situation before, where you were asked to do something that you really didn’t feel comfortable doing (but couldn't quite articulate why)?\n\nMany of us are faced with difficult decisions throughout the day, both in our personal and professional lives; however the level to which we feel fulfilled, happy, and productive has a lot to do with how closely aligned these decisions are to our own value system.\n\nSo What Are Your Values?\n\nMany of us have never really thought about what our personal values really are, yet if you take a moment to think about the things that make you really uncomfortable, the clues to what you value are there.\n\n![Screenshot 2021-03-10 at 7.46.20 PM.png](https://cdn.steemitimages.com/DQmTiChnXSqZ9dE8U2uzpagnveEFe2E5CGt4TV2LWQPP8ck/Screenshot%202021-03-10%20at%207.46.20%20PM.png)\n\nFor example, have you ever felt this way:\n\nYou see or hear someone being yelled at, and you don’t stick up for them and feel guilty later for not doing so.\nWhat you want to do and what you choose to do, are two different things and it frustrates you.\nYou spend much of your time trying to please others and ensure that their needs are met, even if it means sacrificing your own.\nYou look for any excuse possible to avoid going to your job.\nInsensitive or harmful jokes are made and you don’t speak up.\nThe people around you gossip a lot and expect you to take part, even though you don’t want to.\nThese situations, and many like them, are just a few examples of instances where you will ‘feel’ uncomfortable, or nervous, or anxious and not really know why, other than you, “just don’t like it”.\n\nThis is a pretty good place to start exploring to discover what the underlying personal value is that is being bumped up against.\n\nYour Values At Work\n\nIt’s no secret that many of us need to work and will have to make decisions between what’s available, and what we are interested in.\n\nDepending on where you live in the world, there may not be as many options as you would like when it comes to employment choice.\n\nHowever, it is important to note that while industries and positions may differ, the fundamental values of an organization really do matter when it comes to whether or not you will be happy or fulfilled over the long-term.\n\nIf an organization's values don’t align with your own, it will require a large amount of effort to keep showing up each day and contributing to the success of a company that you just don’t believe in.\n\nIt also gives us a bit more insight into why disengagement, work-related stress, anxiety and burnout are on the rise; it’s hard work to spend time in a place you just don’t want to be in!\n\nHere is an example of the KPMG values:\n\n\nkpmg.com\n\n![Screenshot 2021-03-10 at 7.46.09 PM.png](https://cdn.steemitimages.com/DQmWUrRyDxRNSu5pKbYPgGPN5UYSbNYE4fvyvKRHS69Y9RD/Screenshot%202021-03-10%20at%207.46.09%20PM.png)\n\nSo What Happens Next?\n\nYou may be asking yourself the question, \"If you find yourself working in a place whose values just don’t align with yours, you should quit right away?\"\n\nGreat question, but absolutely not! \n\nAgain, as we said in the beginning, we all have a living to make.\n\nHowever it is an indicator that it may be time to start looking around to find an organization, or opportunity, that is in closer alignment with what you believe in.\n\nEven on the hard days when the work is too much and the help isn’t enough, or the systems are crashing and it’s impossible to get work done, or a temporary bad hire is made, when your values align with that of the people around you it’s much easier to stay resilient when things get difficult.\n\nAs you make your way through the day today, pause for a moment and look up the values of the organization that you work for.\n\nLook past the position you are in or the responsibilities that you currently have (because titles and duties change all the time) and ask yourself if you believe in what they stand for.\n\nNext take a look at whether or not the organization as a whole is living up to its stated values each day.\n\nIf you find that it’s a nope for either (or both) then that is usually your cue to start the ball rolling on making a move.\n\n_________________________________________________________________\nIf you'd like to learn more about core values, how to reduce stress, and how to get more out of your day, every day then we should hang out! Click here to join the Get More Membership today and join a community of people, just like you, who are looking to Get More from life.\n\nCategories: Career & Business\n![Screenshot 2021-03-10 at 7.46.01 PM.png](https://cdn.steemitimages.com/DQmVBBTpcsNLE33iJ7ib5vx38VpvzyBtkzqF4xLmaUy5P5q/Screenshot%202021-03-10%20at%207.46.01%20PM.png)",
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      "body": "Take my hand and walk with me just for a while.  We will dream of new places to go and faces to smile at.   If you wish we can walk for a bit or even a lifetime, you will never have to go without me; I am here.  The days will be longer, some warm and some cold, but we will have each other. My letter is to you, who holds me in the night—the one who hears my every thought.  You are here with me, and I am here with you.  We will see the world as one. We will speak to each other with kindness and destroy the dark voices we hear together.  This day forward, you will not be strangers.  The faces we pass will seem lighter; the voices we hear will be softer, and the places we go will be full of wonder.   The life we wish to have will be ours, and we will build together.  \n\nYou are not my stranger; you are me—the one who speaks to me when I am lost, who lifts me to start again.   I wish to know you better. I want to understand your guidance.  I want to hold your hand and be one.  \n\nWhen I was a child, I could hear you but didn't understand.   Today I am here, raw and open, waiting to share all that you have to teach me.  I will share all that I have with you.   I choose you to be with me, calm me when I am afraid, push me when I am arrogant, and settle my soul just enough to hear the world.  \n\nI was walking through the woods one day and saw a bear.  It had been sitting and eating berries from a bush.  His teeth were pink, and his lips bright red.  At first glimpse, I did not see the berries and had a terrible fright.  As I crept past, he acknowledged I existed.  Yet, he paid no attention.  The giant bear could have made a move, but he sat peacefully eating his berries.  I thought to myself, how could this giant beast be so peaceful in the woods enough to allow a human to pass by.  He was still pure without fear.  He was still free of the idea of being hunted.  He was peaceful, alone with himself.  I often think of that beer. I dream of being that bear.  I want to live in this world just eating my berries and simply smiling as what I currently perceive as dangers pass me.  Yet, I am afraid of people.  I  fear their judgement, acceptance and wish to be accepted and liked. I wonder why I allow myself to feel such uncomfortable pain.  The kind of hurt that stops me in my tracks.  I want to be that bear and live a simple life.  \n\nToday, I will take your hand.  I will walk with you.  I will become my own best friend.  I will no longer fight to listen to you, I will lean into your words, and I will accept your guidance.  I will silence the negative stories we share, and together have the strength to turn them around. We will walk hand in hand; our life will be simple.  The world will be light, and the words will be ours—without fear.  We will grow in a world without judgement, and the world we create will be ours.   We will invite those who wish to share with us.  We will find joy in this simple world together.  \n![Screenshot 2020-11-27 at 9.37.08 AM.png](https://cdn.steemitimages.com/DQmRUSm35mBjY8yrUCUMKF6k7AqVenFyJgKTL9UGobuCggi/Screenshot%202020-11-27%20at%209.37.08%20AM.png)",
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      "body": "![Screenshot 2020-07-02 at 12.58.03 PM.png](https://cdn.steemitimages.com/DQmcWvbGUEFJmmdGVmng4W7vTBXQczRJDi2H2ZKCyVpzqng/Screenshot%202020-07-02%20at%2012.58.03%20PM.png)\nWhen I was a child, one of my favourite books was called \"The Monster at the End of the Book'.  It should not come as a surprise that my favourite adult books are the ones that slay the same monster (FEAR).  Here is a brief summary of the children's book that left a lasting impression and inspired these formulas. \n\nHaving read the title page (or, in later editions, the cover), the character Grover is horrified to learn that there is a monster at the end of the book. He immediately begs the reader not to finish the book to avoid meeting this dreadful, scary monster.\n\nGrowing increasingly fearful as the reader continued to turn pages and frustrated that they do not seem to realize the terrible danger, Grover resorts to constructing a series of ever-more-elaborate obstacles, such as tying sheets together, nailing one page onto the next one and finally, even laying a brick wall to keep the reader from advancing further. But nothing works, primarily because from the reader's point of view these are simple illustrations, not actual difficulties.\n\nFinally driven to total despair by the reader's ability to \"overcome\" the obstacles, Grover makes one last frantic plea to the reader not to turn the final page...\n\n...Only to discover that on that last page, in a surprise self-referential plot twist, that the only monster in question is Grover himself. He tries to laugh it off, saying he knew it all along—but the reader can see that he is embarrassed.\n\nWe are the monster; it is our obstacles that are put up. In life, we only need to overcome the challenges of the challenges we have created.  Stay Tune as I will be posting each formula every Monday along with the podcast.  Get More with Bare Slate.",
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      "body": "Why Remote Workers Need THIS to Be More Productive\nStop Trying to Lead & Train Remote Workers in Real-Time\n\n![image.png](https://cdn.steemitimages.com/DQmTzmEcJRFracSqHqdLbpNVLxNG9Sx2u6fmoDZ9yHDkVwz/image.png)\n\nJoshua Clarke is the Senior Web Developer at West Corporation, and he fills a unique position floating between nine different teams, spread out across multiple time zones, working on nine different products within the organization. \n\nWith everyone working at different times and on different projects you would think that this presents a communication nightmare, leaving managers like Clarke working at all hours of the day and night.\n\nExcept, he isn’t.\n\nOne of the main reasons why is because he and his team (and the organization at large) leverage asynchronous communication. \n\nThis means everyone knows exactly what they need to be working on, at any given time, and that time zones and distance are not a factor when it comes to collaborative work.\n\nThe Foundations for a Remote Work Culture Matter\n\nIn Clarke’s organization, the foundations for remote work were in place and part of the workflow well before the global shutdown, so the transition hasn’t impacted the team’s performance at all.\n\nEven with some team members living in countries that were under military patrol, the ability to continue working was developed, tested and in place well beforehand. \n\nThis meant that employees were already familiar with the technology, the etiquette of working remotely with the team and had clear expectations in place for what they needed to do in order to ensure business continuity.\n\nOne of the main reasons why this transition was so successful is because the organization decided that it wanted to start moving towards a distributed team model, and had taken the steps necessary to ensure that work could get done, even if people weren’t physically together.\n\nClick to Watch the Episode Now!https://youtu.be/A5dw5Uno0QI\nThis meant that the need for real-time, in-person, communication and leadership could change.\n\nThe ability to collaborate and work on projects asynchronously meant that systems, processes and centralized locations for work and training had to be developed.\n\nWhen employees are able to quickly access updates, information and progress reports for the projects that they are involved in, this means less time spent waiting for a colleague or manager to be online live to provide that information.\n\nIt also means that employees are able to manage their time, their schedules, and workload in a way that allows them to do deep work and remain productive - in the absence of someone telling them “what to do next” every step of the way.\n\nLess In-Person Guidance and More Access to Information\n\nFor any of us that have worked in large organizations that span the country, or the globe, we know that time zone differences can present a complex issue when it comes to communication.\n\nThis is because we are trying to find the middle ground needed to get on to a conference call, or webinar chat so that we can ‘communicate effectively’ with our counterparts.\n\nHowever unlike the workflow of a decade ago, we now have the ability to centralize our information into platforms and systems that allow us to access the information and education we need to keep working despite these geographic or time zone differences.\n\nEspecially when it comes to digital leadership!\n\nThere was a time where managers and senior leaders spent a great deal of time on planes, in cabs, and living on hotel food, simply because they wanted to be in front of their teams. \n\nThis isn’t necessary any longer and these in-person visits can be reserved for annual or bi-annual events instead.\n\nWhen leaders and managers aren’t filling their calendars with unnecessary meetings and fielding emails or requests for updates, then they are free to do what leaders are meant to do.\n\nLead their people.\n\nLeaders are often pulled into the process of work, and act as subject matter experts on the technical side of work, “answer the client this way, do this next, access the CRM and enter the data in here, make sure you remember to fill in this report”, instead of leading the people that fill those roles.\n\nWhen you put together the education and communication that your team needs, and start to leverage the power of asynchronous communication, you allow your teams to spend time doing great work.\n\nIn turn, you spend less time in real-time, LIVE, communication and empower them to remain productive, informed and moving forward.\n\nAnd who doesn’t want more time as a leader?\n\n\n![image.png](https://cdn.steemitimages.com/DQmZXuvGFKTwy1AdMxtZa5vVZVrf84Ur3nZfpbp394jMApv/image.png)\n\nBare Slate Core Skills Training\n\nThe Most Impactful Way to Implement Asynchronous Communication At Work\n\nSo, if you’re used to communicating in real-time and in-person with your teams, how do you start to adjust your leadership style to ensure that asynchronous communication works for you?\n\nThe first place that you will find significant value in shifting from real-time communication, to asynchronous communication, is with your employee training and education.\n\nFor many years it’s been shown time and again that automating our education, onboarding, and training leads to greater retention of the information, the ability to apply concepts and practice them during the workday, and repositions the dynamic between manager and employee.\n\nIt also frees up everyone’s time!\n\nEducation and Training\n\nUp until now, most education and training happened in a boardroom with select team members sequestered anywhere from 1-5 days in front of a facilitator and a PowerPoint presentation. \n\nAt the end of this training, everyone is sent back to their jobs with ‘new and improved’ information on how to perform a certain technical skill or a better understanding of how a particular soft skill can be developed and practiced.\n\nBare Slate Core Skills Training\n\nToday, education and training can be offered digitally through the creation of online (or digital) courses.\n\nEmployees can watch videos, take polls, fill in surveys, get quizzed on the content and put into practice what they are learning in real-time, as opposed to waiting until they are released back into the office.\n\nUnlike real-time training, digital training allows the learners to revisit the content, seek clarification, and take their time in understanding the concepts or skills they are learning about.\n\nLeaders are also able to view progress, act as mentors or coaches, and help team members balance work and education in a positive way.\n\nIt’s this asynchronous communication (or asynchronous education) that frees up time and effort for both the leader and the employee.\n\nReal-time interaction is now focused on applying concepts, asking meaningful questions and opening up opportunities to coaching.\n\nAutomating education and training is an important part of the success of a remote work role, and allows leadership to focus on the critical aspects of the training - 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      "title": "Doubling Down on Efficiency and eCommerce During the Quarantine",
      "body": "Analyzing Your Next Move During The Shut Down\nLike most businesses with e-commerce platforms, the Calendar Club of Canada is experiencing an explosion of interest.\n\nCalendar Club supplies the much sought-after calendars, games, toys, and puzzles that we all enjoy purchasing at the end of the year for ourselves or our loved ones.  \n\nThey're the \"fun store\" that pops up in malls and shopping centers just before the Christmas shopping season and then disappear a few weeks into the new year.\n\nJust like other seasonal businesses, one of the benefits of being a fourth-quarter company is that they are one of the few organizations designed for change in the economy, like the COVID-19 shutdown.  \n\n\n\nStuart Quinn, CHRP, is the Leasing Manager for the Calendar Club of Canada, and it's his job to work closely with malls and shopping centers to organize, negotiate and arrange the popping up and popping down of each location every year.\n\nThe business sees 90% of sales between October and the end of February, and their natural revenue cycles sustain them through the 'off-season.' \n\nThe Calendar Club was in the process of dialling down its physical operations just as government-mandated closures were starting to ramp up.\n\nThat said, while there has always been a small e-commerce offering for Calendar Club, this shut down has provided them with a view into the future and refocused their efforts on the online portfolio they have developed.\n\nIf, for example, the shutdown extends well into next year (thus preventing their physical stores from opening up as planned in October), they will have had the entire off-season to focus on their online store and work to ensure that any losses are mitigated.\n\n\nClick here to watch Stuart's episode now \n\nhttps://youtu.be/7heK9pKf4nw\n\nIn the initial weeks of stay at home mandates, Calendar Club was forced to lay off a portion of its staff until more information was available to make decisions.\n\nThankfully, they have been able to bring back warehouse and support staff, and have made the necessary changes to process and safety measures so that team members could work together safely.\n\nThe quarantine has created a surge in demand for the puzzles and games that Calendar Club sells, which means an increase in the need for shipping and warehouse staff - which is a good thing!\n\nHowever, this pressure on existing systems and processes has brought to light a few areas that need to be improved upon, and Quinn is using this time to focus on how they can streamline operations, improve technology and reduce redundancy and waste.\n\n\nThe Calendar Club of Canada\nIt's also providing him with an opportunity to look very closely at historically underperforming locations and make decisions about which of the 14 sites he manages, may need to close.\n\nThis analysis of performance, cost and revenue will help him to determine where he can reduce current investments so that they can be redeployed in other areas of the business.\n\nFrom human resources to distribution, this off-season for Quinn is a chance to reflect on where the business has an opportunity to go and grow so that as they strengthen the e-commerce side of the company, he can ensure that any physical locations are located and operated with intention as opposed to having 'always been in that location.'\n\nSuccessful Digital Leadership\n\nLike many organizations, Quinn's team is working together digitally, which means that his leadership style has had to adapt to the circumstances as well.\n\nInstead of allowing the temptation to micromanage to take hold, Quinn is focused on leading his team to focus on improvements, areas for innovation, and general health and wellbeing during this drastic moment of change.\n\nHe points out that situations like COVID-19 and the sudden work from home mandate can highlight deficiencies in communication, information transfer and legacy technology, so he and his team must take this time to address it.\n\nAll team members are encouraged to talk about improving areas of the business that they see opportunities in, as well as to celebrate every step towards success.\n\nWhile it can be tempting to get serious about tackling these challenges, it's still important to recognize and remember that we are all dealing with this change together. Hence, a focus on mental health and a sense of team unity is crucial.\n\nLeaders have an opportunity to make a real difference for their teams as we all navigate through this situation so, regardless of what type of business you have, strong leadership and helping your team through this time will determine how you come out of it on the other side.",
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      "body": "Today's topic is a blend of mental health and what's going on in learning and development in today's businesses. The burning question we all have is, \"What's up with hoarding toilet paper?\"\n\nBefore we jump into this hot topic, we would like to thank our guest Miriam Ibrahim for not hoarding her knowledge. \n \nClick here to watch Miriam's episode. \n\nhttps://youtu.be/Sos2-e1J_2g\n\nMiriam Ibrahim, a therapist with a Master's in psych who started her career in mental health, we learn she shifted from role to role, landing currently in her position of Senior Manager of Learning Solutions Architecture at TD Bank Group. \n\nWe discussed the pride in achieving this role in a large organization that was willing to take risks and support an individual with mental health as a front of mind. \n\nWe all know that when you're looking to shift a culture, you need somebody who's willing to take a risk on the right employee. \n\nIt's easier to take a chance on the known than an unknown, and, fortunately for TD, Miriam had the skill set to transition from one role to the next.  \n\nMiriam ultimately earned her co-workers' confidence while providing new solutions and made the transition natural. \n\nHoarding Behaviours As An Individual\n\nNow, let's get back the burning question: what on earth is the deal with people hoarding toilet paper at the beginning of the COVID-19 pandemic? \n\nAnd why toilet paper?\n\nMiriam provided a transparent, easy to understand, and practical response.  \n\nWe learned it is an evolutionary act that is protective. \n\nThere are certain behaviours that we commonly express as humans under stress, and hoarding behaviour in times of panic is not at all uncommon. \n\nResearch shows that during the Spanish Flu in 1918, people were hoarding Vicks vapour rub; it, too, became non-existent on the shelves. \n\nJust like Vicks, toilet paper has no preventative relevance, and it doesn't relieve any of the symptoms of COVID-19. \n\nThis behaviour is, however, attached to a couple of psychological principles. \n\n\nFirst, the less in control we feel, the more we focus on doubling down on the things that are within our control.\n\nIt's a way of making sure that we feel safe, prepared, and have the supplies we think we may need, thus giving us that feeling of security. \n\nInterestingly, at times of infection and illness, our sense of disgust is heightened. \n\nOur protective instincts tell us that when things are disgusting, we stockpile supplies that 'clear away' the feeling of disgust, leaning into that emotion, and ultimately try to protect ourselves from infection.  \n\nThis sense of disgust can, and will, stretch to all sorts of bodily functions and what better way both literally and figuratively to wipe away the disgust than with toilet paper?\n\n\nIt's also tangible, doesn't expire, and provides the physical satisfaction (something we can point to) that illustrates our effort to protect ourselves from a threat; it also doesn't terminate so stocking up on this protective item allows us to take comfort in our attempt to regain control.\n\nSecond, panic is also contagious and part of our survival instincts. \n\nOur ancestors were able to survive because if one member of the tribe sensed (or saw) a threat, like a saber tooth tiger, for example, they would sound the alarm of panic and the rest of the tribe would flee along with them, even if they didn't see the threat.\n\nThis trust in the tribe was a way to ensure that you ran first and asked questions later - at least this way, you were alive to ask the questions!\n\nIt is in this deep part of our brain that we accept panic at face value, and when we get to 'safety,' we start to ask questions, lest we be the only one left standing in front of danger.\n\nIn modern times like today, when everybody else starts hoarding, then that panic becomes contagious. \n\nWe feel fear because we see the tribe around us exhibiting panic behaviour (like hoarding toilet paper), it creates an increase in the supply-demand dilemma, and this further reinforces the justification for panic.\n\nOn the individual level, disgust and panic drive action in times of uncertainty, but how does this behaviour present in a business?\n\nHoarding Behaviours As An Organization\n\nIn business, there is a natural inclination to hoard information; knowledge is a currency that is protected fiercely.   \n\nIt's rare for organizations to share information freely with the public, it's customers or even it's own employees.\n\nThere is a real sense of panic when it comes to risk, and, traditionally, businesses have decided that there is a risk to its very survival at every turn and in every person, which means sharing information is done very carefully.\n\nIt is, for this reason, that information is protected at all times to maintain a sense of control.\n\nHowever, contrary to the historic nature of businesses to hoard information, those that do not follow this instinct have been proven to do well, thrive in all economic conditions, and remain resilient in the face of change.\nConsider The Following\n\nThe CEO of Marriott hotels went to twitter to post a statement.  \n\nIt was beautiful, honest and real. \n\nIt wasn't a positively painted picture, but there was a lot of hope seen in his vulnerable and emotional delivery.  \n\nThis example of courage is a powerful message, a great example of excellent leadership communication. \n\nhttps://twitter.com/MarriottIntl/status/1240639160148529160\n\nHowever, some leader chooses to protect the powerful image and ego during these times and miss an opportunity to lead by example.\n\nTry This Instead\n\nMost organizations are managing well and have learned the value of communication, and have learned that hoarding information is a detriment to employee engagement, public image, innovation and progress.\n\nAgain, business is not that different in terms of when there's a lot around us that we can't control. \n\nWe double down on the things we think we can control, and since we are all individuals (grouped in organizations or not), it's difficult to resist the urge to give in to panic behaviours.\nWhen emotions run high, people's tempers shorten, the focus is limited, and we move into survival mode. \n\nOur brains are slowly shutting down and focusing on conserving energy so that we might fight, or run away. \n\nIn our current time of uncertainty, micromanagement in remote work is beginning to present itself as a form of control.  \n\nThis leadership 'panic' response is an intrusive behaviour, one meant to bring control to the remote workplace when, in fact, it is a reaction to the absence of real leadership. \n\nAt its crux, remote work becomes an issue of trust in the workplace.  \n\nResearch states that remote workers are more effective, efficient and tend to be at least 20% more productive as they feel less of the strain and the burden that comes with travelling to, and working in, a physical office space. \n\nMicromanaging, while understandable in the short term (like toilet paper hoarding), can lead to employee burnout if it is persistent. \n\nThe pandemic has forced businesses into taking actions that they would otherwise have prepared for, and designed processes around, and that allowed them to transition to remote work overtime. \n\nWe are now asked to make the switch quickly, and for many organizations and its leaders, this has triggered fear, which is also leading to behaviours that make them 'feel' like they are in control amidst the chaos.\n\nThere's a lot of insecurity with losing control. \n\nControl can look so different to so many people. \n\nStockpiling toilet paper is no different than hoarding information.  \n\nMicromanaging out of fear is the same and running with the tribe.\n\nNow that we are past the point of acute change, it is time to take a deep breath, understand that we are now moving into the sustainability phase of this abrupt change, and can start to exhibit behaviours that are less panicked and more about new processes.\n\nLeaders have an opportunity to either lean into the panic or lean into the change.\n\nWhich will you lean in to?",
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      "body": "Congratulations @bareslate! You have completed the following achievement on the Steem blockchain and have been rewarded with new badge(s) :\n\n<table><tr><td><img src=\"https://steemitimages.com/60x70/http://steemitboard.com/@bareslate/votes.png?201905270127\"></td><td>You made more than 50 upvotes. Your next target is to reach 100 upvotes.</td></tr>\n</table>\n\n<sub>_You can view [your badges on your Steem Board](https://steemitboard.com/@bareslate) and compare to others on the [Steem Ranking](http://steemitboard.com/ranking/index.php?name=bareslate)_</sub>\n<sub>_If you no longer want to receive notifications, reply to this comment with the word_ `STOP`</sub>\n\n\n\n###### [Vote for @Steemitboard as a witness](https://v2.steemconnect.com/sign/account-witness-vote?witness=steemitboard&approve=1) to get one more award and increased upvotes!",
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