Fast Five Issue no. 12

Fast Five 12 header



If the isolation blues are starting to take effect, never fear because Fast Five no. 12 is here! This month’s edition is jam-packed with five intriguing articles, covering topics such as how to manage stress and emotions while working remotely, what good leadership looks like during a pandemic and more.





1.Top 10 rules for keeping your remote staff sane

By Natasha Boddy and Hannah Wootton | 8 Minute Read



In need of a few tips around how to best support remote teams and keep staff sane? Take a look at these hot tips by industry experts, including Interchange Founder and Managing Director Gabrielle Harris.

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2. Creating Shelter in the Storm: Pivoting Your Business in Response to COVID-19

By Rob Shelton | 6 Minute read




For many commercial businesses to survive these challenging times, shifting business models and repurposing assets to create new value has been essential. If you’re looking for some inspiration for your own changes, here are some great examples of legendary business pivots, and where to begin.

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3.Managing Stress and Emotions When Working Remotely

By Liz Fosslien and Mollie West Duffy | 4 Minute Read




Working from home has very quickly (and forcibly) become the ‘new normal’ for many of us. But with so many adjustments being made in such a short period of time, managing our stress and emotions can be a little challenging. Here are eight practical tips for this new mode of work.

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4. What Good Leadership Looks Like During This Pandemic

By Michaela J. Kerrissey and Amy C. Edmondson | 9 Minute Read



Fast, transparent and empathetic action – this is what good leadership looks like during a global pandemic. Adam Silver and Jacinda Ardern are setting the benchmark for leaders everywhere, and their communities are thanking them.

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5.Demonstrating Corporate Purpose in the Time of Coronavirus

By Bill Schaninger, Bruce Simpson, Han Zhang, and Chris Zhu | 5 Minute read


With companies around the world closing their doors and bunkering down in isolation, leaders are being faced with rather large economic challenges. CEOs are feeling the pressure to take defensive action, however, times of crisis can provide businesses with an opportunity to review their corporate purpose and leave a positive imprint on the world.

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