In March this year I joined Herrmann, a 100% remote company. It was exciting but also a little bit daunting as I have never worked for a remote company before. Taking into consideration that I am based in South Africa while the leadership team and most of my colleagues are based either in the US or the UK, it all felt very new to me, and I really did not know what to expect, especially when it came to what remote onboarding would be like.
Lately, we’ve been talking about something that Ann Herrmann-Nehdi calls “rut thinking.” It’s just what it sounds like. It’s about getting stuck in a single-minded way of approaching a problem or tackling your work or even thinking about the future. It may feel like a shortcut because you’re “in the groove,” but from that narrow vantage point, it’s hard to get a clear view of what’s really going on all around you. And that makes it even harder to find a potentially better way forward.
While there’s something to be said for specialization and a laser-sharp focus, like any good thing, too much of it can be a problem.
A few months ago, Josh Bersin proclaimed that, after all the years of corporate handwringing over the war for talent, the battle is finally over. But before you exhale and move on to the next issue, it should also be noted that he declared talent the winner.