Avoid a workaholic culture Work long hours only if you need to because of a crisis or urgent need. Otherwise, make a point of encouraging 40 hour weeks, remembering that people who work 40 hours per week are more productive than people who work 60 hours per week. If you cannot avoid long work hours, actively manage the workload to build in breaks throughout the work day to provide short resilience boosts to avoid eroding resilience by over working.
Encourage staff to share
Positive stories about their work which will ensure that all team members share a common culture and history. Actively bring new employees into your culture through a robust orientation process. Use events such as reward ceremonies and hail & farewell parties to reinforce your office identity and culture. Mentor staff with low resilience.
Earn the trust of your employees so
That if you see someone displaying characteristics of low resilience, you can have an open and supportive conversation with that person. Ask open overseas chinese in australia ended questions, don’t judge, and avoid problem solving. Listen and support your employee’s decisions on how to move forward. What do you do as a manager to ensure you have resilient teams?
This blog does not represent official policies
The Department of State or those of the U.S. Government. Beth Payne is part of the GovLoop Featured Blogger program, where we feature The common culprits of website blog posts by governThis blog post is an excerpt from GovLoop’s recent guide “7 Open Source Myths Debunked.” We spoke with a dozen government technologists, lawmakers and other experts to debunk common myths and help your agency make fact-based decisions about using open source.
To view other myths, resources and facts
about the state of open source adoption in government, download the full guide here. The appetite for open source software in government has evolved greatly over the past decade, from skepticism about its security and reliability to more agencies using tg data it for mission critical operations that are essential to their purposes. Part of that evolution can be credited to early efforts by the Office of Management and Budget and the Defense Department to clarify that open source is suitable for government use and should be treated the same as any other government procurement.