There’s not much to smile about these days. As I’m writing this, the United States just surpassed China as the nation with the most confirmed COVID-19 cases in the world, and it’s all but certain that by the time we “flatten the curve” we’ll see more loss of life than any other country as well. While the news is dotted every so often with a heartwarming story or ridiculous video of how we’re all coping with our new normal, it’s hard to feel that any good can come of this particular moment. I think there’s an opportunity for the arts community to address a massive issue that it can’t quite figure out how to talk about: poverty.
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So your job has just gone virtual. Now what? Once your company or organization has figured out how to get everyone a computer, which video conferencing and chat tools to use, and how to store files on a shared cloud-based drive, there’s still a huge amount of adjustment that needs to take place. Even though you’re still working on a computer, things probably feel totally different. It can be hard to get back into the swing of things. You might feel uninspired, isolated, or like you can’t concentrate. Even under the best circumstances, this is totally normal for workers who have transitioned from office life to virtual working.
Work. Shouldn’t. Suck. promotes people-centric organizational design for thriving workplaces. And these days, workplaces are increasingly going fully virtual, often in the span of days or weeks. How do we make sure that the transition sucks as little as possible?
The question that I’m increasingly asked nowadays (and something the team at Fractured Atlas who helped manage our own transition have been discussing) is: now that we’re an entirely virtual organization, having evolved into it over 4-5 years, what if we had to do again, overnight?
This is the second of four posts. Each tackles a piece of the elephant that is the recent Fractured Atlas move to a four-person “Chiefs Executive.”
This is the first of four posts: post #4 is co-authored with our Board Chair, Russell Willis Taylor. Each tackles a piece of the elephant that is the recent Fractured Atlas move to a four-person “Chiefs Executive.”
In the fall of 2018, I learned my grandma had a brain aneurysm and needed to get surgery to remove it. My grandma raised me when I was young, so when I heard the news I knew I needed to go back home. The thing was my home is a long 15-hour plane ride away in South Korea, and I had just started a new job at Fractured Atlas after spending over a year in job hunting purgatory.
Since we embarked on our new leadership journey, I (in my role as Chair of the Fractured Atlas Board) have been asked a number of times “Why take the risk?” As Fractured Atlas is in the risk business with regard to innovation and services for our members, the better question to me is why not take the risk – it's what we do. This brief post is an outline of the benefits thus far, as well as an honest admission about what we still haven’t figured out. (My fellow board member Chris Mackie will be writing on the detailed list of what we have yet to resolve and design – this will be a quick pass in anticipation of his contribution which is coming soon.)
Applying a Lovingkindness Lens by Tim Cynova, Chief Operating Officer at Fractured Atlas Remember when it seemed like everyone was trying to achieve “work-life” balance? More recently, perhaps in a nod to the challenges of balancing “work” and “life” in an always-connected world, or maybe because for those searching for meaning and purpose in their activities there’s not always a bright line distinction between “work” and “life,” the phrase has shifted to “bringing our whole selves to work.”