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Unlock the power of flexible work with this practical "how-to" guide from the leadership of Slack and Future Forum

How the Future Works: Leading Flexible Teams to Do the Best Work of Their Lives offers a blueprint for using flexible work to unlock the potential of your people. The book offers the steps necessary to building the new principles and guardrails to empower flexible, high-performing teams. And it teaches listeners to lead with purpose, to manage and measure differently, and to believe that by letting go, they'll get more back than they thought possible.

How the Future Works explains how to establish leadership principles, commitments, and outcomes for truly flexible teamwork; measure and assess productivity in a flexible workplace; reskill managers to ensure a level playing field for all employees; and implement the infrastructure necessary to make flexible work successful. Using original research from Future Forum, a consortium by Slack, and global case studies from leading companies such as Levi Strauss & Co., Genentech, Royal Bank of Canada, and IBM, How the Future Works offers concrete solutions and practical steps for building high-functioning teams of talented, engaged people by providing them with the flexibility and choice they need to do their best work.

©2022 Brian Elliott, Sheela Subramanian, and Helen Kupp (P)2022 Ascent Audio

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  • Steven S
  • 25-06-22

Kinda frustrating TBH

OK. First off, it really bothers me that the assumption is automatically that people are going to try to be lazy and cheat the system. This book is trying to indicate that was the previous mindset but I don’t believe that mindset has passed at all. If people enjoy what they are doing and they have fulfilling work then they probably want to be doing that. Maybe I’m just around people who care about being team players.

This book tries to help prepare for a distributed workforce but really highlights the disconnect from the upper management and what goes on with employees. Who not address that?

Some tips were clever for fine tuning remote balance and effectiveness. It wasn’t all useless info.

When everyone went remote most people got burned out really quickly because management, who previously was buffered by normal work hours, now have to capability of slinging work well into the off-hours knowing that we have our laptops at home.