Return-Path: Delivered-To: ventas@daems-mx.com Received: from server.sistemasdemexico.com by server.sistemasdemexico.com with LMTP id MCjUBTXXXmKUKyAAe4sWzA (envelope-from ) for ; Tue, 19 Apr 2022 10:37:25 -0500 Return-path: Envelope-to: ventas@daems-mx.com Delivery-date: Tue, 19 Apr 2022 10:37:25 -0500 Received: from 223.165.117.19.jfk.braze.com ([223.165.117.19]:42883) by server.sistemasdemexico.com with esmtps (TLS1.2) tls TLS_ECDHE_RSA_WITH_AES_128_GCM_SHA256 (Exim 4.95) (envelope-from ) id 1ngpur-0091EQ-8o for ventas@daems-mx.com; Tue, 19 Apr 2022 10:37:24 -0500 X-MSFBL: +Rm9daZFuixysxb1cj/cuyX1igME8nfo8tmVM51tixk=|eyJjdXN0b21lcl9pZCI 6IjI2NjY5MyIsIm1lc3NhZ2VfaWQiOiI2MjVkMDZkNzVlNjJiZTU3OWVlMyIsInI iOiJ2ZW50YXNAZGFlbXMtbXguY29tIiwic3ViYWNjb3VudF9pZCI6IjE4NyIsInR lbmFudF9pZCI6InNwYyJ9 DKIM-Signature: v=1; a=rsa-sha256; c=relaxed/relaxed; d=learn.mail.monday.com; s=scph0521; t=1650382598; i=@learn.mail.monday.com; bh=FCTOws4/JriY3JCHaOqzB5eh558OHdjvY9TN4439uts=; h=Message-ID:To:Date:Content-Type:From:Subject:From:To:Cc:Subject; b=gJZyzw1iXS6selq2oQgIQ72/od6RtknSy8Ggng/aHU/LIdwph+HkmGBT8OF9ANqmw FzsLrt0b2NT/ztSujwFn11eEiAgtg1PZEedvE1gDmNexQiT0arH7aLdgLeG7fKfqQJ J3KWwSC1uWnPYXtrgHfTkwlkTXA+X4qc2AOJ31wE= List-Unsubscribe: Message-ID: To: ventas@daems-mx.com Date: Tue, 19 Apr 2022 15:36:38 +0000 Content-Type: multipart/alternative; boundary="_----XyfRFVlmqx6kb5wpifXp1Q===_21/0E-49114-607DE526" MIME-Version: 1.0 Reply-To: no_reply@monday.com From: "monday.com research" Subject: The power of decentralized leadership to retain employees X-Spam-Status: No, score=4.8 X-Spam-Score: 48 X-Spam-Bar: ++++ X-Ham-Report: Spam detection software, running on the system "server.sistemasdemexico.com", has NOT identified this incoming email as spam. The original message has been attached to this so you can view it or label similar future email. If you have any questions, see root\@localhost for details. Content preview: Weekly news, tips & laughs 😄 - April 19, 2022 the monday.​com ( " style= ) weekly monday’s take on the latest work trends - sent on Tuesdays Content analysis details: (4.8 points, 5.0 required) pts rule name description ---- ---------------------- -------------------------------------------------- 0.0 URIBL_BLOCKED ADMINISTRATOR NOTICE: The query to URIBL was blocked. See http://wiki.apache.org/spamassassin/DnsBlocklists#dnsbl-block for more information. [URIs: braze-images.com] 0.0 TVD_RCVD_IP Message was received from an IP address 2.9 HELO_DYNAMIC_SPLIT_IP Relay HELO'd using suspicious hostname (Split IP) -0.0 SPF_PASS SPF: sender matches SPF record 0.0 HTML_MESSAGE BODY: HTML included in message 0.0 HTML_FONT_LOW_CONTRAST BODY: HTML font color similar or identical to background -0.1 DKIM_VALID Message has at least one valid DKIM or DK signature -0.1 DKIM_VALID_AU Message has a valid DKIM or DK signature from author's domain 0.1 DKIM_SIGNED Message has a DKIM or DK signature, not necessarily valid -0.0 T_SCC_BODY_TEXT_LINE No description available. 2.6 RDNS_DYNAMIC Delivered to internal network by host with dynamic-looking rDNS 0.0 PDS_RDNS_DYNAMIC_FP RDNS_DYNAMIC with FP steps -0.6 DKIMWL_WL_HIGH DKIMwl.org - High trust sender X-Spam-Flag: NO --_----XyfRFVlmqx6kb5wpifXp1Q===_21/0E-49114-607DE526 Content-Transfer-Encoding: quoted-printable Content-Type: text/plain; charset="UTF-8" Weekly news, tips & laughs =F0=9F=98=84 - April= =0A19, 2022=0A=0Athe monday.=E2=80=8Bcom ( " style=3D ) weekly=0A=0Amonday= =E2=80=99s take on the latest work trends - sent on Tuesdays=0A=0AInside th= is issue=0A=0A* Workplace trends=0A=0A* The power of decentralized leadersh= ip to retain employees=0A* Quotable news=0A* Question of the week=0A* Just = for laughs=0A=0AWorkplace trends=0A=0AFlexible work=0A=0A9pm to 11pm has em= erged as a new period of productive working=0Atime, according to a recent M= icrosoft survey. While office=0Aworkers have traditionally had two primary = productive stretches=0Ain their workday, before and after lunch, the rise o= f flexible=0Awork has produced a new pre-bedtime peak. The study, which=0At= racked Microsoft employees=E2=80=99 computer usage, revealed that around=0A= 30% of workers appeared to have an evening spike, though less=0Aintense on = average than the earlier two peaks. While Microsoft=0Asuggests that this tr= end reflects greater flexibility for=0Aemployees to schedule their days and= a workforce spread across=0Aseveral time zones, some experts interpret thi= s data to mean a=0Alack of work=E2=80=93life boundaries for remote teams.= =0A=0AEconomy=0A=0AUS businesses had 7% more physical locations than they d= id=0Apre-pandemic, according to a new report from the think tank=0AEconomic= Innovation Group (EIG). While offices, stores, and=0Awarehouses across the= country shut down at the start of the=0Apandemic, by Q3 of 2021, things se= em to have more than recovered.=0AThis bounce back rate is significantly fa= ster than the Great=0AFinancial Crisis in 2008 =E2=80=93 then, it took five= years for just 44%=0Aof US counties to return to the number of physical lo= cations they=0Ahad before the crisis. This time, 74% of US counties recover= ed=0Athe level of business establishments they had prior to Covid-19=0Ain l= ess than two years. Experts suggest this is largely a result=0Aof bigger go= vernment stimulus packages, which helped keep=0Abusinesses afloat, and a sp= ike in demand for certain services.=0A=0ALabor force=0A=0AInflation is lead= ing retired Americans to re-enter the=0Aworkforce, according to data from t= he Labor Department. Just in=0Athe last six months, nearly half a million p= eople ages 55+=0Aentered the labor force. While between February 2020 and O= ctober=0A2021, 2.6 million more Americans than expected retired, the cease= =0Aof stimulus checks and unemployment as well as rising inflation=0Aare en= abling businesses dealing with labor shortages to entice=0Aworkers to retur= n. With new benefits like remote work, flexible=0Ahours, and greater compen= sation, 2.8% of workers who were retired=0Ain January 2021 were back in the= labor force the next year,=0Aaccording to an Indeed analysis.=0A=0AThe pow= er of decentralized leadership to=0Aretain employees=0A=0Aby monday.=E2=80= =8Bcom ( " style=3D )=0A=0AResearch has long shown that managers play a=0Ac= entral role in shaping the careers of their direct reports, for=0Agood and = for bad. While poor managers can be the reason employees=0Achoose to leave = their work, good managers can be the reason=0Aemployees choose to stick aro= und. Over time, managers are=0Aresponsible for providing employees with dir= ection, guidance, and=0Aresources, which greatly impacts their performance,= motivation,=0Arewards, and growth paths. But what happens when managers mo= ve=0Ateams or leave the organization altogether=3F=0A=0ARecent studies have= revealed that the loss of an established=0Arelationship between a manager = and their direct reports can have=0Asignificant effects on those remaining = employees=E2=80=99 experiences. In=0Afact, 2021 data showed managerial mobi= lity reduced the=0Aperformance and rewards of the employees left behind. An= d it=0Amakes sense =E2=80=93 it takes time to build those relationships, an= d new=0Amanagers haven=E2=80=99t been there to witness employee growth or= =0Aunderstand the necessary techniques to maximize each individual=E2=80=99= s=0Apotential.=0A=0ASo how can you retain employees when their managers lea= ve=3F=0A=0AAt monday.=E2=80=8Bcom ( " style=3D ), we operate under what we = like to=0Acall, a guild structure. This means that each team member sits on= =0Aat least two different teams. The guild is the professional group=0Aone = belongs to =E2=80=93 such as content, design, and engineering =E2=80=93 whi= le=0Athe team is where that professional sits and contributes. For=0Aexampl= e, a content marketing manager is on the content guild, but=0Acould sit on,= for example, the brand team. Or a product designer=0Awould belong to both = the design team and the product team. We=0Abelieve that this structure help= s individuals hone their=0Aprofessional skills, focus on targeted goals, an= d weigh in on key=0Adecision-making. Rather than simply focusing on executi= on and=0Ataking on the role of a service provider, each stakeholder serves= =0Aas strategic partners, taking part of the process from the=0Abeginning.= =0A=0AHow does this impact the effects of managerial mobility=3F=0A=0AOne o= f the great things about a guild structure is that it=0Aenables each employ= ee to work alongside multiple stakeholders.=0AWhen you have several points = of contact that understand your work=0Aethic, have watched you grow as a co= ntributor, and can recognize=0Athe value you bring to the job, you by defau= lt have more=0Aadvocates. And this means that even if your direct manager w= ere=0Ato pick up and leave at some point, that manager was not the only=0At= eam member who can put in a good word for you or help you find=0Ayour footi= ng with a new boss.=0A=0AAdditionally, a guild structure lets individuals e= xpand their=0Askill sets and develop a greater understanding of diverse=0Ae= lements of the business. Each employee has a manager helping=0Athem grow pr= ofessionally as well as supporting leaders that help=0Athem gain more team-= focused insights. Meaning, rather than simply=0Aworking alongside other wri= ters, content marketing managers on=0Athe brand team can actually gain a gr= eater grasp of the brand=0Astrategy and processes, learn from other stakeho= lders on the=0Ateam, and discover broader, more fulfilling growth paths for= =0Athemselves.=0A=0ATakeaways=0A=0AGiven that managerial mobility is fairly= inevitable, it=E2=80=99s=0Aimportant to provide employees with direction a= nd guidance from=0Amultiple leaders in the company. Guild structures, mento= rship=0Aprograms, and even infrequent check-ins with non-direct managers=0A= can be helpful ways to give your employees access to other=0Astakeholders a= nd ensure they have a support system even when=0Atheir direct managers leav= e.=0A=0AQuotable news=0A=0AA driverless Cruise car in San Fransisco=0Agot p= ulled over by police who, to their surprise, found the=0Aautonomous vehicle= without anyone behind the wheel. The car=0Ainitially pulled over to the si= de of the road, stopping as a cop=0Aapproached the driver=E2=80=99s side, b= efore accelerating to cross an=0Aintersection and pull off further down the= road.=0A=0A=E2=80=9COur AV yielded to the police vehicle, then=0Apulled ov= er to the nearest safe location, as intended. An officer=0Acontacted Cruise= personnel and no citation was issued.=E2=80=9D =E2=80=93 Cruise=0Aon corpo= rate Twitter account=0A=0AAmerican Airlines is partnering with Landline to= =0Aprovide travelers with bus transportation between airports.=0ABeginning = June 3, Landline, a growing transportation company,=0Awill connect Philadel= phia International Airport, one of=0AAmerican=E2=80=99s travel hubs, to Leh= igh Valley International Airport=0A(ABE) and Atlantic City International Ai= rport (ACY).=0A=0A=E2=80=9COur partnership with Landline is one more way=0A= we=E2=80=99re making it easy for customers to connect to American=E2=80=99s= =0Apremier trans-Atlantic gateway in Philadelphia. Customers can=0Astart an= d end their journey at their local airport, relax on a=0Acomfortable Landli= ne vehicle, and leave the driving to someone=0Aelse=E2=80=9D =E2=80=93 Bria= n Znotins, American Airline Vice President of Network=0APlanning=0A=0AQuest= ion of the Week=0A=0ALAST WEEK=E2=80=99S ANSWER: Toxic work culture=0A=0ATh= is week: What percent of employers are adopting a hybrid=0Aworking model fo= r knowledge workers this year=3F=0A=0A#outlook=0Aa{padding:0;}body{margin:0= ;padding:0;-webkit-text-size-adjust:100%;-ms-text-size-adjust:100%;}table,t= d{border-collapse:collapse;mso-table-lspace:0pt;mso-table-rspace:0pt;}img{b= order:0;height:auto;line-height:100%;outline:none;text-decoration:none;-ms-= interpolation-mode:bicubic;}p{display:block;margin:0;}=0A96 .ogf{width:1= 00% !important;} * @media only screen and=0A(min-width:563px){.pc100{= width:100%!important;max-width:100%;}.pc50{width:50%!important;max-width:50= %;}.pc0{width:0%!important;max-width:0%;}.xc524{width:524px!important;max-w= idth:524px;}.xc500{width:500px!important;max-width:500px;}}=0A.moz-text-htm= l=0A.pc100{width:100%!important;max-width:100%;}.moz-text-html=0A.pc50{widt= h:50%!important;max-width:50%;}.moz-text-html=0A.pc0{width:0%!important;max= -width:0%;}.moz-text-html=0A.xc524{width:524px!important;max-width:524px;}.= moz-text-html=0A.xc500{width:500px!important;max-width:500px;} u+.email= ify=0Aa,#MessageViewBody=0Aa,a[x-apple-data-detectors]{color:inherit!import= ant;text-decoration:none!important;font-size:inherit!important;font-family:= inherit!important;font-weight:inherit!important;line-height:inherit!importa= nt;}span.MsoHyperlink{mso-style-priority:99;color:inherit;}span.MsoHyperlin= kFollowed{mso-style-priority:99;color:inherit;}u+.emailify=0A.glist{margin-= left:0!important;} @media only screen and=0A(max-width:563px){.emailify{hei= ght:100%!important;margin:0!important;padding:0!important;width:100%!import= ant;}u+.emailify=0A.glist{margin-left:25px!important;}td.x{padding-left:0!i= mportant;padding-right:0!important;}br.sb{display:none!important;}.hd-1{dis= play:block!important;height:auto!important;overflow:visible!important;}.ht-= 1{display:table!important;height:auto!important;overflow:visible!important;= }.hr-1{display:table-row!important;height:auto!important;overflow:visible!i= mportant;}.hc-1{display:table-cell!important;height:auto!important;overflow= :visible!important;}div.r.pr-16>table>tbody>tr>td{padding-right:16px!import= ant}div.r.pl-16>table>tbody>tr>td{padding-left:16px!important}}=0Ali{text-i= ndent:-1em;} New York ( " style=3D )=0A=0A34 W 14th St ( " s= tyle=3D )=0A=0ANY, NY, 10011, USA ( " style=3D )=0A=0ATel Aviv ( " style=3D= )=0A=0A6 Yitzhak Sadeh St ( " style=3D )=0A=0ATel Aviv ( " style=3D ), 677= 7506, Israel=0A=0A This=0Aemail was sent to you regarding your=0Adaems-mx= .monday.com ( " style=3D )=0Aaccount.=0A=0AIf you wish to no longer receiv= e emails from us you can=0Aunsubscribe ( https://clicks.mail.monday.com/f/a= /Ao43jIwq0bmtYkoq4bdkPQ~~/AAQRxQA~/RgRkQVwGP4QuAWh0dHBzOi8vbGlua3MubW9uZGF5= LmNvbS9icmF6ZS11bnN1YnNjcmliZT90b2tlbj1leUpoYkdjaU9pSklVekkxTmlJc0luUjVjQ0k= 2SWtwWFZDSjkuZXlKMUlqb2lNVEU0T0RBMU1qa2lMQ0pqYVdRaU9pSmpNVFprTXpjMU55MHhNRF= F3TFRRME4yRXRPR1ZrTnkwMU5XWTVaREV5TVRWaE9Ua2lMQ0pqYmlJNkluSmxjM1Z5Y21WamRGO= TBhR1ZmYlc5dVpHRjVYMmx1YzJsbmFIUnpYM2RsWld0c2VWOHhPVEEwTWpJaUxDSnBZWFFpT2pF= Mk5UQXpPREkxT1RaOS5wbmpYUjlKS0tKNmRxcEtLR1lacXdGaXBWTGtUemRWSUJvX2JRZVFscjR= vVwNzcGNCCmJdBtdeYr5XnuNSE3ZlbnRhc0BkYWVtcy1teC5jb21YBAAAALs~ ). --_----XyfRFVlmqx6kb5wpifXp1Q===_21/0E-49114-607DE526 Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="UTF-8" =0A=0A=0A=0A=0A=0A= =0A=0A=0A=0A=0A=0A=0A=0A=0A=0A=0A=0A=0A=0A=0A=0A=0A=0A=0A=0A
Weekly news, tips & laughs =F0=9F=98=84 -
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April = 19, 2022

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monday= =E2=80=99s take on the latest work trends - sent on Tuesdays

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Inside this issue

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    Workplace trends

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  • The power of decentralized leadership to retain employees<= /span>
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  • Quotable news
    • =0AQuestion of the week=0A
  • =0AJust for laughs

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Workplace tre= nds

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Flexible work

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9pm to 11pm has emerged as a new period of productive working= time, according to a recent Microsoft survey. While office wor= kers have traditionally had two primary productive stretches in their workd= ay, before and after lunch, the rise of flexible work has produced a new pr= e-bedtime peak. The study, which tracked Microsoft employees=E2=80=99 compu= ter usage, revealed that around 30% of workers appeared to have an evening = spike, though less intense on average than the earlier two peaks. While Mic= rosoft suggests that this trend reflects greater flexibility for employees = to schedule their days and a workforce spread across several time zones, so= me experts interpret this data to mean a lack of work=E2=80=93life boundari= es for remote teams.

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<= span style=3D"mso-line-height-rule: exactly; font-size: 16px; font-family: = Roboto,Arial,sans-serif; font-weight: 300; color: #333333; line-height: 26p= x;"> 

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Economy

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U= S businesses had 7% more physical locations than they did pre-pandemic, according to a new report from the think tank Economic Innovation = Group (EIG). While offices, stores, and warehouses across the country shut = down at the start of the pandemic, by Q3 of 2021, things seem to have more = than recovered. This bounce back rate is significantly faster than the Grea= t Financial Crisis in 2008 =E2=80=93 then, it took five years for just 44% = of US counties to return to the number of physical locations they had befor= e the crisis. This time, 74% of US counties recovered the level of business= establishments they had prior to Covid-19 in less than two years. Experts = suggest this is largely a result of bigger government stimulus packages, wh= ich helped keep businesses afloat, and a spike in demand for certain servic= es.

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Labor force=

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Inflation is l= eading retired Americans to re-enter the workforce, according t= o data from the Labor Department. Just in the last six months, nearly half = a million people ages 55+ entered the labor force. While between February 2= 020 and October 2021, 2.6 million more Americans than expected retired, the= cease of stimulus checks and unemployment as well as rising inflation are = enabling businesses dealing with labor shortages to entice workers to retur= n. With new benefits like remote work, flexible hours, and greater compensa= tion, 2.8% of workers who were retired in January 2021 were back in the lab= or force the next year, according to an Indeed analysis.

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The power of decentrali= zed leadership to retain employees

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by monday.=E2=80=8Bcom

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Research has long shown that managers play = a central role in shaping the careers of their direct reports, for good and= for bad. While poor managers can be the reason employees choose to leave t= heir work, good managers can be the reason employees choose to stick around= . Over time, managers are responsible for providing employees with directi= on, guidance, and resources, which greatly impacts their performance, motiv= ation, rewards, and growth paths. But what happens when managers move teams= or leave the organization altogether=3F

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Recent studies have revealed that the loss of an established = relationship between a manager and their direct reports can have significan= t effects on those remaining employees=E2=80=99 experiences. In fact, 2021 = data showed managerial mobility reduced the performance and rewards of the = employees left behind. And it makes sense =E2=80=93 it takes time to build = those relationships, and new managers haven=E2=80=99t been there to witness= employee growth or understand the necessary techniques to maximize each in= dividual=E2=80=99s potential.

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<= span style=3D"mso-line-height-rule: exactly; font-size: 16px; font-family: = Roboto,Arial,sans-serif; font-weight: 300; color: #333333; line-height: 26p= x;">So how can you retain employees when their managers leave= =3F

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At monday.=E2=80=8Bcom, we operate under what we like to ca= ll, a guild structure. This means that each team member sits on at least tw= o different teams. The guild is the professional group one belongs to =E2= =80=93 such as content, design, and engineering =E2=80=93 while the team is= where that professional sits and contributes. For example, a content marke= ting manager is on the content guild, but could sit on, for example, the br= and team. Or a product designer would belong to both the design team and th= e product team. We believe that this structure helps individuals hone their= professional skills, focus on targeted goals, and weigh in on key decision= -making. Rather than simply focusing on execution and taking on the role of= a service provider, each stakeholder serves as strategic partners, taking = part of the process from the beginning.

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How does this impact the effects of managerial mob= ility=3F

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One = of the great things about a guild structure is that it enables each employe= e to work alongside multiple stakeholders. When you have several points of = contact that understand your work ethic, have watched you grow as a contrib= utor, and can recognize the value you bring to the job, you by default have= more advocates. And this means that even if your direct manager were to pi= ck up and leave at some point, that manager was not the only team member wh= o can put in a good word for you or help you find your footing with a new b= oss.

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Additionally, a guild= structure lets individuals expand their skill sets and develop a greater u= nderstanding of diverse elements of the business. Each employee has a manag= er helping them grow professionally as well as supporting leaders that help= them gain more team-focused insights. Meaning, rather than simply working = alongside other writers, content marketing managers on the brand team can a= ctually gain a greater grasp of the brand strategy and processes, learn fro= m other stakeholders on the team, and discover broader, more fulfilling gro= wth paths for themselves.

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<= /span>Takeaways

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Given that managerial mobility is fairly inevitable, it=E2=80=99s imp= ortant to provide employees with direction and guidance from multiple leade= rs in the company. Guild structures, mentorship programs, and even infreque= nt check-ins with non-direct managers can be helpful ways to give your empl= oyees access to other stakeholders and ensure they have a support system ev= en when their direct managers leave.

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Quota= ble news

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A driverless Cruise car in San Fransisco got pulled ove= r by police who, to their surprise, found the autonomous vehicl= e without anyone behind the wheel. The car initially pulled over to the sid= e of the road, stopping as a cop approached the driver=E2=80=99s side, befo= re accelerating to cross an intersection and pull off further down the road= .

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=E2=80=9C= Our AV yielded to the police vehicle, then pulled over to the nearest safe = location, as intended. An officer contacted Cruise personnel and no citatio= n was issued.=E2=80=9D =E2=80=93 Cruise on corporate Twitter account=

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=E2=80=9COur partnership with Landline= is one more way we=E2=80=99re making it easy for customers to connect to A= merican=E2=80=99s premier trans-Atlantic gateway in Philadelphia. Customers= can start and end their journey at their local airport, relax on a comfort= able Landline vehicle, and leave the driving to someone else=E2=80=9D =E2= =80=93 Brian Znotins, American Airline Vice President of Network Planning

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Question of the Week

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LAST WEEK=E2=80=99S ANSWER: Toxic work culture

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= This week: What percent of employers are adopting a hybrid work= ing model for knowledge workers this year=3F

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New York

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34 W 14th St

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NY, NY, 10011, USA

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Tel= Aviv

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6 Yitzhak Sadeh St

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Tel Aviv, 67775= 06, Israel

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daems-mx.= monday.com account.

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If you wish to no longer receive emails from us you can unsubscribe.

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