Katie Denis opens up this Harvard Business Review article with these dismal stats: “Just 14 percent of managers unplug when they’re on vacation. At the most senior levels of leadership, a mere 7 percent do. The majority check in with work at least once a day.” Denis argues that for all the effort companies put into building culture, working while on vacation is an incredibly easy way to destroy all that hard work. Why? Because it sends a powerful message to employees that you don’t trust them to handle the business while you’re away, she writes. Denis goes on to look at the stark differences between companies that do and do not support unplugging. Leaders who can learn to let go “will ultimately foster an engaged workforce that feels valued, motivated, and committed—all of which have a lasting impact,” she writes. 

Continuous learning is often a required job skill in IT, as technology is changing all the time. Calling yourself a lifelong learner and actually practicing it are two different things, however. In this Harvard Business Review article, Mike Kehoe points out that as high as 80 percent of people who sign up for online classes drop out before the course is completed. If you are serious about expanding your skill set, Kehoe says there are four habits to adopt to become a more effective learner. He dives deep into each of these habits, why they work, and how you can incorporate them into your learning practice. By doing so, Kehoe says you can make learning a priority and part of your normal routine.  

Leaders and employees alike have largely bought into a dangerous assumption that has a lasting negative impact on both individuals and organizations – that pay is all you can expect to receive from work, and all that you owe your employees. When you have no hope for benefits that go beyond your salary – like trust, respect, autonomy, civility, and the opportunity to make a positive impact on others – that’s when burnout happens and when people start to look around for new employment opportunities, suggests Monique Valcour in this Harvard Business Review article. For individuals, Valcour offers four questions employees should ask themselves to determine if they are burned out and if they should seek out another job. For leaders, the questions provide a blueprint for curbing burnout by creating a more fulfilling environment in which employees are performing at their peak. 

The pace of business is accelerating, and organizations are demanding more from their information technology teams. They need IT departments that act as hubs of innovation, not just cost centers.

In The Open Organization Guide to IT Culture Change, more than 20 contributors from open source communities, companies, and projects offer hard-won lessons and practical advice for creating a more open IT department—one that can deliver better, faster results and unparalleled business value. We invite you to download the guide now.