Natalie Kaminski

Today’s tech leaders continue to face extraordinary pressure as the need to digitize operations and create differentiated experiences for both customers and employees continues to increase. And while their newfound importance with their organizations has presented unprecedented levels of opportunity, attaining it is only growing harder amidst a backdrop of talent shortages, skills gaps, and economic uncertainty.

JetRockets became a Teal Organization in 2020, giving employees more autonomy to work from their unique abilities. This transition was successful and pairs well with hybrid work, allowing employees to work from a position of purpose and cultivate their desired culture. The company is optimistic about the future and the benefits of hybrid work.

According to Frederic Laloux, the author of Reinventing Organizations, a Teal organization is one where the management is based on worker autonomy and peer relationships. 

This means that workers follow a self-management model, and team members are responsible for all the decisions and actions made by the team. There is little to no supervision from upper management, and teams have complete autonomy over how to approach their work responsibilities.

JetRockets went Teal in 2020. We are pleased to say that, although the transition was difficult, the results were worth it. Our company is stronger and more effective than it was before.

Taking breaks from work is important in any field. But it is especially important in tech, where everything feels high-paced and urgent. Even the most stoic of us can’t handle urgent deadlines every day of the year. Taking breaks, both long and short helps prepare the body and mind for better work in the future.

After taking a break, tech workers benefit from all of the following:

The last few years have been a whirlwind for tech leaders. With the Great Resignation, the global talent shortage, and rocky economic conditions topping a long list of challenges threatening to upend their entire function, CIOs have been in the eye of the storm. 

Of course, they’ve had to deal with these issues while also scaling their organizations’ digital transformation –  a task that, in itself, has ratcheted up the pressure on them as the race for strategic digitization intensifies. Which is why it’s unsurprising that with all this as a backdrop, more than more than 1-in-3 (39%) now say they’re either feeling “burnt out” (22%) or worried that they don’t have the resources and support needed to do their job (17%).