
CPR: taking the stress out of practicing public speaking
Practicing a speech is intimidating. Not only do you have to know your stuff, but you also have to think about your structure, your gestures, and your audience. Here’s how to use...
by Sebastian Reiche Published June 27, 2025 in Brain Circuits • 3 min read
This affects how objectives are set, implemented, assessed, and reviewed. Typical manager-led performance evaluations may be used, but they will sometimes need to be complemented by peer and client-led feedback and reviews, especially in companies with large external workforces. Organizations need to draw on various accountability mechanisms, complementing more typical processes and output control with social control. If not, employees of highly decentralized organizations may feel unaccountable.
Novel work designs may lead to flatter organizations, but management still provides guidance. When autonomy and reliance on externalized labor increase, organizations need to spend more effort on developing an internally consistent management system where the various elements support and reinforce each other, tying together work design, staffing, workflow management, performance evaluation, and incentives. Such a system provides a critical source of alignment and guides work behavior.
Companies should introduce liaison roles to connect and align teams to avoid organizational units drifting further apart. These are pivotal positions where key interfaces exist between a company’s functions, departments, business units, and subsidiaries. Such roles can be a team of organizational translators that transfer the company’s management system between units or countries, a corporate culture center that helps roll out and spread the company’s culture across its different divisions and units, or individuals with cross-functional or cross-cultural experience.
Other forms of alignment can help keep companies relying more on externalized labor together. One example is building an early product prototype, which helps create a tangible vision for a product or solution that can unite employees by providing a big picture and a clear direction.
Forging productive connections under novel work designs requires a different approach than when all employees work under similar contracts and conditions. Building a new sense of proximity is a fundamental part of keeping disparate workforce elements happy and motivated.
Professor of Managing People in Organizations at IESE Business School
Sebastian Reiche is Professor of Managing People in Organizations at IESE Business School in Barcelona. His research on navigating the global work environment has appeared in 80 peer-reviewed articles and book chapters. He received the Academy of Management’s International HRM Scholarly Research Award two years in a row. He works with leaders and organizations on how to thrive in distributed forms of work.
July 16, 2025 • by Robert Vilkelis in Brain Circuits
Practicing a speech is intimidating. Not only do you have to know your stuff, but you also have to think about your structure, your gestures, and your audience. Here’s how to use...
July 15, 2025 • by Ben Bryant in Brain Circuits
Knowing how much vulnerability to show and when to maintain distance is a key leadership skill. Consult this checklist to gauge whether you’re keeping too much in, and check out the four...
July 10, 2025 • by Jean-François Manzoni in Brain Circuits
From absorbing stress to finding your authentic voice, nine leaders of global companies share the wisdom that has helped them excel in their roles. ...
July 8, 2025 in Brain Circuits
According to the World Health Organization, depression and anxiety cost the global economy $1tn each year, predominantly from reduced productivity. Here are six simple habits, taken from design thinker Vishakha Singh’s SHIFT...
Explore first person business intelligence from top minds curated for a global executive audience