『Transforming Work with Sophie Wade』のカバーアート

Transforming Work with Sophie Wade

Transforming Work with Sophie Wade

著者： Sophie Wade
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今ならプレミアムプランが3カ月 月額99円

2026年5月12日まで。4か月目以降は月額1,500円で自動更新します。

概要

 Sophie addresses current business conditions and explores ways to navigate the disruption. She shares informative insights and interviewing leading innovators who are providing or benefiting from transformative solutions that will allow companies to emerge with sustainable models, mindsets, and business practices. Find out how to transition to more effective, productive, and supportive new ways of working—across locations, generations, and platforms—as we harness these challenging circumstances to drive significant, multidimensional changes in all our working lives.© 2021 Transforming Work マネジメント マネジメント・リーダーシップ 政治・政府 経済学
エピソード
  • 161: Subi Rangan - Capitalism 2.0: Building Businesses with Character

    161: Subi Rangan - Capitalism 2.0: Building Businesses with Character
    2026/03/27
    42 分
  • 160: Maya Middlemiss - Remote Readiness: How to Realise Distributed Work's Full Potential

    160: Maya Middlemiss - Remote Readiness: How to Realise Distributed Work's Full Potential
    2026/01/31
    Maya Middlemiss is Founder of Remote Work Europe, a Remote Work Strategist, and author of 'Remote Readiness for Jobseekers'. With over two decades of remote work experience, Maya reflects on developing and scaling fully remote teams long before pandemic-related "forced remote" distorted perceptions of flexible work. She highlights the mindsets, autonomy, self-discipline, and trust required for sustainable remote models, along with practical hiring indicators for remote readiness. Maya describes collaboration infrastructure, leadership evolution, and how companies and workers can intentionally position themselves for the future of distributed work. KEY TAKEAWAYS [01:12] Maya works abroad before studying psychology to better understand herself and others. [03:24] An offer to supply research via the internet launches Maya's early remote work. [04:17] Early remote work requires experimental setups with basic technology at home. [05:40] Maya hires independent, self-directed people suited to technical and remote autonomy. [07:33] Entrepreneurship, novel writing, and marathon training clues signal remote readiness. [11:17] Technologies enabling remote work are solved pre-pandemic while versioning issues remain. [12:45] Distributed collaboration needs shared repositories and synchronous communication. [13:42] Video meetings are now basic expectations using seamlessly integrated tools. [15:46] COVID forces remote adoption without change management. [16:40] Pandemic burnout experiences from surveillance management and excessive Zoom calls. [17:44] Despite challenges, people recognise the long-term potential of working remotely. [18:18] Pause and reflection causes workers to seek guidance to work remotely permanently. [19:20] Lifestyle redesign becomes central as people relocate and reassess commuting. [20:23] Return-to-office pressure generates panic for those who had restructured their lives. [21:24] Remote Work Spain and Europe emerges to systematize advice for job seekers. [23:15] Media narratives about productivity often mask commercial real estate interests. [23:50] Personal preference strongly aligns with productivity in distributed settings. [25:09] Remote work increases self-awareness about lifestyle and motivation. [26:21] Decoupling work from location unlocks global life design possibilities. [28:08] Geoarbitrage enables cost-of-living flexibility and portfolio career strategies. [30:16] Distributed teams need intentional leadership to replace passive office-based osmosis. [34:28] Remote work's five C's: Console, Culture, Communication, Connection, and Collaboration. [35:42] Technical self-sufficiency and redundancy are essential remote competencies. [37:45] Everyone needs to contribute with new broader spectrums of knowledge and expertise. [38:41] New remote hires should actively observe onboarding to recognise cadence, styles etc. [42:19] Managers can learn from new remote recruits' views to improve distributed systems. [44:22] AI is embedded everywhere, requiring critical use and human differentiation. [46:25] Job seekers must show AI literacy without communication sounding machine-generated. [47:33] Authenticity and visible individuality help candidates stand out remotely. [48:46] Cultural fit should add diversity and evolution rather than sameness. [50:32] Remote work is harder to secure but delivers significant life rewards. IMMEDIATE ACTION TIP: Remote work is different to previous traditional working norms making it harder to find a remote job or managing a distributed team. However, the rewards are significant and worth the additional effort. RESOURCES Maya Middlemiss on LinkedIn Remote Resilience Hub Remote Work Europe 'Remote Readiness for Jobseekers' Maya's new book QUOTES "The people who've mastered that intentionality of leading distributed teams actually really celebrate what new people could bring." "To figure out how to lead your team properly in a distributed way, you'll get so much more from them and you'll get so much more from your own life as a leader, as a manager." "Remote work is here. It has been here for a long time." "The sheer spectrum of knowledge and expertise is much broader and so everybody can't know everything…We are so much more atomised now. We need to try to be good synthesists and have a good overview." "Try to find the best job for you in the whole world where you will have the greatest satisfaction and experience and productivity and flow. Of course, that's going to be harder, but just consider the rewards that that can bring and it's worth doing the work. "
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    55 分
  • 159: Matt Poepsel - Leading Through Entropy: Building Cohesive, Human-Centered Teams

    159: Matt Poepsel - Leading Through Entropy: Building Cohesive, Human-Centered Teams
    2026/01/16
    Matt Poepsel, PhD is author of "Expand the Circle: Enlightened Leadership for Our New World of Work", VP of Talent Optimization at The Predictive Index, and part-time faculty at Boston College. Matt discusses how leaders must prioritise human systems to adapt their approaches amid ongoing turbulence and disruption. Drawing from his military background and psychology expertise, Matt breaks down how to shift from control to connection, fostering hope, mutual trust and commitment. He offers clear guidance on managing through volatility, aligning teams in hybrid settings, exploring how to sustain motivation, rethink productivity, and embrace the opportunities. KEY TAKEAWAYS CHAPTER 1: Psychology, Empathy, and the Foundation of Leadership [01:19] During a Marine deployment, Matt is drawn to human behaviour and psychology. [02:49] For high performance and intense situations, military entities have psychology wired in. [03:37] Empathy and cohesion are underappreciated drivers of military agility and effectiveness. [05:15] High stakes work recognise 'softer' factors. Employers often miss the essential social glue. CHAPTER 2: Transitioning to Human-Centered Tech and Coaching [06:21] Matt leaves the military focused on product but is drawn to team leadership dynamics. [07:27] After a PhD on technology-assisted coaching, Matt starts a company to scale the concept. [08:05] Early coaching efforts centred on behavior change, connection building and achievement orientation. [08:40] Millennials', and later Gen Zers, arrival highlighted need for new leadership approaches. [09:12] Even early technologies held innovation possibilities to improve human connection. CHAPTER 3: Technology's Acceleration and Its Human Cost [10:22] Today's tech is powerful but also fuels disconnection and overwhelm. [11:24] Mismanaged tech rollouts create fear and resistance among employees. [13:26] Leaders often miss emotional cues and push productivity too fast. [15:28] Change without inclusion breaks trust and stifles performance. [17:30] Awareness of emotional responses is essential for tech integration. CHAPTER 4: Core Leadership Strategies for Unstable Times [19:33] Leaders must offer a clear, hopeful vision that includes everyone. [20:35] Mutual understanding between employers and employees is breaking down. [21:37] Misjudging each other's motives increases fear and reduces commitment. [23:39] Traditional career paths are outdated and block upward mobility. [25:41] Organizations must evolve structures and upskill workers for adaptability. [26:43] Commitment to shared goals builds cohesion and counters fragmentation. [28:45] Leadership training must emphasize empathy and collaboration skills. [30:47] Leaders who aren't supported must proactively learn and adapt. CHAPTER 5: Building Cohesive Teams in a Fragmented World [31:50] Synchrony—aligned workflows—strengthens team connection and performance. [32:52] Poor communication and decisions often isolate rather than unify [34:54] Redesigning how work gets done can restore belonging and efficiency. [35:56] Leaders must assess cohesion and identity to guide 2026 planning. [36:58] Focus on collective progress as the pace of change increases. [38:00] Strong teams come from intentional connection, not just output. IMMEDIATE ACTION TIP: "To manage successfully through 2026, first take stock of your team, You need to know how things are. Then focus on cohesion because the way you're going to get through it is together." RESOURCES Matt Poepsel on LinkedIn Matt Poepsel's website The Predictive Index website Matt's Book "Expand the Circle: Enlightened Leadership for Our New World of Work" QUOTES "We can't succumb to the transactionalisation, the reductionism that's affecting the modern workplace. Because there are real economic consequences in terms of performance, but also human consequences in terms of our lived experience." "The only way out is through." "We have to take our people with us." "I have to be the magnet rod that kind of draws us all back together through the way that I show up, the way that I diagnose problems, the way that I provide my coaching." "Our human systems evolution is falling woefully behind our technology evolution." "Let's try to get more creative… Let's emphasize those things that AI can't do and let's help our employees remain competitive and more valuable as a result." "We have to check in with our teams and basically do that temperature check."
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    38 分
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