 Last year, I started a new program called the Leadership Square*. Modelled after the concept of a Mastermind Group, the Square is a monthly-ish virtual gathering to talk about leadership, work, balance, and all manner of topics. I provide a topic and some suggested reading, and then those who are interest gather in the virtual square for discussion.
The topic for February’s Square was passion and purpose.
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 This is a book that I’ve been meaning for years to read. I was inspired to pick it up and start (again) after completing an iteration of a webinar I do on leadership lessons based on Ernest Shackleton and his Endurance expedition. Like the Shackleton story, Island of the Lost did not disappoint on either the adventure or the leadership lessons.
The story is set in the South Atlantic, near New Zealand, specifically on the Auckland Island group. In 1864, not one but two groups were shipwrecked on the main island.  I think whenever someone starts a business – whether it’s to make and sell something, provide a service, or create an empire – there’s a blend of not knowing anything about what to do and wanting to learn about the tools and principles that might work, but also having some sense of what you DON’T want to do or be. For me, I want to know about the tools and principles, but chafe at the notion that there are things I’m “supposed to” do in order to do it correctly. Correctly for who? No one knows my business and what I want it to be better than me, so how could anyone already have the formula that is best for me and my business?
 As leaders, we have to pay attention to each of our team members and learn to hear what they’re saying – even (or perhaps especially) when they are not saying much. If we’re doing a good job of supporting and engaging on an ongoing basis, we’ll get to know our team members’ communication styles and hear about what’s going on for them – at work, at home, in their lives – and can incorporate this into our work with them. When someone who is usually enthusiastic starts to be listless or quiet, we are responsible for exploring that with them.
 I’m revisiting this 2018 assessment (of mine) of the hybrid model for working remotely to consider how the experiences of 2020-21 might revise that assessment and, more importantly, inform how such a model might be effective going forward.
In Part 1 of this series, I reflected on the rapid move to remote working necessitated by the COVID-19 pandemic. In Part 2, I looked at the lessons learned during the pandemic work-from-home situation. In Part 3.1, I looked back at the original four arguments about working remotely and reconsidered the first one – the economic argument and the financial considerations for organizations and employees. In Part 3.2, I considered the teamwork argument and whether co-location is an essential element of teamwork, or not. I concluded that co-location does not guarantee an engaged or productive workforce, which leads neatly to the third and fourth arguments… |
Who is Robyn?
My career as a research project manager is rewarding, dynamic, challenging, and fun. I'm looking forward to sharing my knowledge and experience in communication, organization, and common sense approaches in research management and leadership, and to enabling others to learn and grow in this exciting career. 
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