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Virtual EI HBR Emotional Intelligence Series
Virtual EI HBR Emotional Intelligence Series
Virtual EI HBR Emotional Intelligence Series
Confidence Mindfulness
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Happiness Self-Awareness
Leadership Presence
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viii
Index 143
ix
WFH Is Corroding
Our Trust in
Each Other
10
that you keep an eye out for your own behaviors that
may signal an infraction for them.
To maintain morale and avoid negative outcomes
like increased attrition in a remote and hybrid work-
force, leaders must take steps to establish (or reestab-
lish) trust among their employees.
Notes
1. Robert Kurzban, “The Social Psychophysics of Coopera-
tion: Nonverbal Communication in a Public Goods Game,”
Journal of Nonverbal Behavior 25 (2001): 241–259,
https://doi.org/10.1023/A:1012563421824.
11
12
What
Psychological
Safety Looks
Like in a Hybrid
Workplace
13
15
16
17
18
Let’s start with the fact that the reasons why man-
agers have avoided seeking personal details remain
19
20
21
22
23
Step 5: Be a watchdog
24
25
26
27
Write Down
Your Team’s
Unwritten Rules
29
31
32
33
34
35
Emotional support
36
Psychological safety
37
Work styles
38
39
40
The Endless
Digital Workday
41
43
44
45
46
47
FIGURE 1
Digital teams work around the clock. While team members regularly spend
eight or more hours a day on their work computers, they’re not necessarily
working at the same time. The teams are never 100% switched off, nor are
they 100% switched on.
70
Daily
60 average hours
available for
50 work
40
1.5 5.0 1.9
30
20
When team
10 members
generally work
0 together
1:00 9:00 5:00 12:00
a.m. a.m. p.m. a.m.
The hourly productivity of these teams does not change significantly over
the hours of the workday, even though the mix and number of business
processes performed changes.
48
1.5x
1.0x
0.5x
0.0
1:00 9:00 5:00 12:00
a.m. a.m. p.m. a.m.
Survey of 187 individuals across six Fortune 500 companies who
transitioned to remote work in 2020.
Source: Arjun Narayan et al., hbr.org
49
50
51
52
53
54
55
56
57
58
59
60
61
62
Notes
1. Pamela Brandes, Ravi Dharwadkar, and Kathleen Wheat-
ley, “Social Exchanges Within Organizations and Work
Outcomes: The Importance of Local and Global Rela-
tionships,” Group and Organization Management 29,
no. 3 (June 2004): 276–301, https://doi.org/10.1177/
1059601103257405.
2. Maya Orbach et al., “Sensing Informal Networks in Orga-
nizations,” American Behavioral Scientist 59, no. 4 (April
2015): 508–524, https://doi.org/10.1177/0002764214
556810.
63
By Sarah Gershman
65
67
68
the meeting. And the less you give, the less fulfilling
the experience.
How can you minimize the Ringelmann effect and
give more to (and get more from) virtual meetings?
It’s not through more or louder participation. Rather,
the secret to effective participation involves thought-
ful and targeted listening. Especially in a virtual con-
text, listening needs to be active, participatory, and
helpful. Here are five strategies to listen more effec-
tively in your next virtual meeting:
69
70
71
72
73
74
Elevate Your
Presence in a
Virtual Meeting
By Joel Schwartzberg
75
77
78
79
80
81
you did right, not for what went wrong, so take steps
to control your virtual and physical environments.
Train yourself to stay on mute whenever you’re
not speaking and unmute yourself only when you do
speak. Staying on mute shuts out sudden noises as
well as routine noises you may not be aware of, like
the ticking of a wall clock, the clickety-clack of your
typing, or even your own breathing.
And turn off your camera when you’re doing some-
thing visually distracting as well, such as moving to
another room or eating.
82
83
85
87
88
89
90
91
92
93
94
95
96
97
Note
1. Don Moore et al., “Long and Short Routes to Success in
Electronically Mediated Negotiations: Group Affiliations
and Good Vibrations,” Organizational Behavior and Hu-
man Decision Processes 77, no. 1 (January 1999): 22–43,
https://doi.org/10.1006/obhd.1998.2814
98
Yes, Virtual
Presenting
Is Weird
By Sarah Gershman
99
101
102
103
104
105
Notes
1. Heidi Almond, “How Do Birds Communicate?,” Sci-
encing, October 4, 2021, https://sciencing.com/birds
-communicate-4567063.html.
2. Chelsea Baldwin, “3 Damn Good, Psychology-Backed
Reasons You Need Rhetorical Questions in Your On-Site
Copy,” The MVP, March 7, 2016, https://medium.com/
the-mvp/3-damn-good-psychology-backed-reasons-you
106
-need-rhetorical-questions-in-your-on-site-copy-75e6e
855adb6.
3. Elizabeth A. Segal, “Five Ways Empathy Is Good for
Your Health,” Psychology Today, December 17, 2018,
https://www.psychologytoday.com/us/blog/social
-empathy/201812/five-ways-empathy-is-good-your
-health.
107
Five Ways to
Reduce Rudeness
in the Remote
Workplace
109
111
112
113
114
115
116
117
118
119
120
121
122
123
124
Notes
1. Dana Kabat-Farr, Isis H. Settles, and Lilia M. Cortina,
“Selective Incivility: An Insidious Form of Discrimination
in Organizations,” Equality, Diversity and Inclusion 39,
no. 3 (2020): 253–260, https://doi.org/10.1108/EDI-09
-2019-0239.
125
2. Ibid.
3. Shanna Daniels and LaDonna M. Thornton, “Race and
Workplace Discrimination: The Mediating Role of Cyber
Incivility and Interpersonal Incivility,” Equality, Diversity
and Inclusion 39, no. 3 (2020): 319–335, https://doi.
org/10.1108/EDI-06-2018-0105.
4. Lilia M. Cortina et al., “Incivility in the Workplace:
Incidence and Impact,” Journal of Occupational Health
Psychology 6, no. 1 (2001): 64–80, https://doi.org/
10.1037/1076-8998.6.1.64.
5. Gary W. Giumetti et al., “Cyber Incivility @ Work: The
New Age of Interpersonal Deviance,” Cyberpsychology,
Behavior, and Social Networking 15, no. 3 (2012): 148–154,
https://doi.org/10.1089/cyber.2011.0336.
6. Jingxian Yao et al., “Experienced Incivility in the Work-
place: A Meta-analytical Review of Its Construct Validity
and Nomological Network,” Journal of Applied Psychology,
April 29, 2021, doi: 10.1037/apl0000870.
7. Nicole T. Buchanan and Isis H. Settles, “Managing
(In)visibility and Hypervisibility in the Workplace,” Jour-
nal of Vocational Behavior 113 (2019): 1–5, https://
doi.org/10.1016/j.jvb.2018.11.001; Lilia M. Cortina et al.,
“Selective Incivility as Modern Discrimination in Organi-
zations: Evidence and Impact,” Journal of Management
39, no. 6 (September 2013): 1579–1605, https://doi.org/
10.1177/0149206311418835.
8. Lisa A. Marchiondo, Lilia M. Cortina, and Dana Kabat-
Farr, “Attributions and Appraisals of Workplace Incivil-
126
127
128
129
Stay Mindful
When You’re
Working
Remotely
131
133
134
135
136
137
138
139
140
141
142
144
145
146
147
productivity questions
digital workday patterns and, rhetorical, during virtual pre-
52–54 sentations, 104–105
paying attention to “niceties” during virtual meetings, 73
before meetings and, 124.
See also communication
team members’ flexible sched- reciprocal trust, 6–7. See also
uling of, 52 trust
psychological safety, 13–27 relationships
definition of, 16 being in the present in,
five steps for creating, 20–26 138–139
manager as watchdog for, enabling connection and com-
24–26 munity in, 139–140
new forms of work affecting, establishing in remote work,
16–18 94
previously off-limits topics incivility and rudeness in (see
affecting work decisions and, incivility)
18–19 managers’ mindful presence
sharing positive examples of, with employees in, 135–137
23–24 paying attention to “niceties”
strategies for managers for, before meetings and,
19–26 123–124
taking small steps in build- social, in remote work, 94
ing, 23 remote work
workers’ sharing of personal establishing personal rather
details and, 19–20 transaction relationships in,
work-life balance and, 17–18 94. See also relationships
writing down rules about, mindfulness in (see
37–38 mindfulness)
148
149
150
151
152