Working It

During the Covid-19 pandemic, millions of workers got used to working at home. Some moved hundreds of miles from the cities where their companies were based to live a cheaper and less stressful life. But now that in-office work is back, a rising number of people are looking to eat their cake and have it, too, combining good jobs in urban centres with a peaceful rural life. To make that work, they have to ‘supercommute’, travelling for hours on end to get to the office. But why do they do it? Isabel speaks to Mo Marikar, who commutes from North Wales to London, and Max Dawes, who takes a ferry, bus, train and metro from the Isle of Wight to London – a four-hour commute. She also talks to FT journalists Emma Jacobs and Andrew Hill to find out how the commute has changed since the pandemic.Want more? Free links:The rise of the super-commuterCommuting is back — but not as we knew itWhat commuters get up to when they no longer commuteRead a transcript of this episode on FT.com

US aircraft maker Boeing has faced major scrutiny over its safety standards in recent years, after accidents – some catastrophic – involving its jets. But even after fatal incidents, and the recent mid-flight blowout of a door panel on one of its planes, its employees are reluctant to speak out about safety issues, according to a report released in February by the Federal Aviation Administration. How can managers and leaders better encourage employees to speak up when they notice a problem? What can they do to make sure those who raise issues will be lauded, not criticised? And is it really worth employees’ while to take the risk of dissenting? Isabel Berwick speaks to FT contributing editor and executive coach Michael Skapinker, as well as Margaret Heffernan, a former chief executive of various companies and author of books including Wilful Blindness, about why people are reluctant to raise concerns, even when they know they should.Want more? Free links:The perils of speaking up at work too often deter staff from voicing concernsUS aviation regulator launches formal probe into Boeing’s mid-air blowoutThe whistleblowing lessons from the CBI scandalJapan needs stronger whistleblower protectionsFT subscriber? Sign up to get Isabel’s free Working It newsletter in your inbox every Wednesday: ft.com/newslettersPresented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.Read a transcript of this episode on FT.com

The higher up you go in most careers, the more likely it is you’ll become a manager. But plenty of workers want to keep doing what they’re best at, and not get involved in the messy admin and politics of overseeing other people. Martin Wolf is a leading economics commentator at the FT. He hasn’t formally managed anyone in 35 years – and doesn't’ regret it. What can we learn from Martin’s success?Producer Mischa Frankl-Duval speaks to Martin to hear his story. Later, host Isabel Berwick chats to Karl Edge, KPMG UK’s Chief People Officer, to find out how career progression works at the company.Want more? Free links:Why being a manager matters more than everStop making fun of managersThe UK’s productivity problem: the curse of the ‘accidental managerPresented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.Read a transcript of this episode on FT.com

The pandemic showed us we could all work in different places; can we all work at different times, too? That idea – known as ‘asynchronous’ work – has gained traction at a number of companies. Workers march to the beat of their own drum, and only occasionally speak to their scattered colleagues in real time. That gives them greater flexibility; but does it make collaboration harder? How can a manager get a handle on their team’s work if they’re several time zones away? And how can colleagues be expected to bond, or trust each other, without spending real time together? Guest host Mischa Frankl-Duval speaks to Scott Farquhar, CEO of software group Atlassian, whose employees work from 13 countries; and Jen Rhymer, an assistant professor at the UCL School of Management, to find out how companies make asynchronous work… work.Want more? Free links:We are not ready for the asynchronous futureLetter: Some offices are not suited to ‘asynchronous’ workingHow to make sure the remote workforce is a winning teamPresented and produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.Read a transcript of this episode on FT.com

Most of us are hired because of our “hard” skills. But the more senior we get, the more important soft skills become; none more so than how we communicate with people. Isabel Berwick speaks to Charles Duhigg about how the world’s best communicators (or “super communicators”) listen, experiment and ask questions to get into sync with people. Later, Isabel speaks to Ruth Girardet, an executive coach and moderator at the Aspen Institute, for some practical tips on how to listen to employees – and when to stop.Want more? Free links:Listen and you might learn somethingThe quiet art of being a good listenerHow to communicate better at workPresented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi and Breen Turner. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.Read a transcript of this episode on FT.com

Crafting a CV (or résumé) can be extremely tedious; wading through CVs as a hiring manager can be just as boring. So why are they still the default method for filtering job candidates? Can we do better? And might alternative hiring methods help managers choose more suitable candidates – rather than ones who just look good on paper? Isabel Berwick speaks to Jess Woodward-Jones, co-founder of talent-tech company Vizzy, who explains where she feels the CV falls short. Later, Isabel speaks to Jonathan Black, director of the Oxford University careers service, who tells her that the CV isn’t going anywhere just yet…Want more? Free links:AI in recruitment: the death knell of the CV?How to write a tailored CVLinkedIn: the end of CVs as we know them?Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.Read a transcript of this episode on FT.com

Office politics isn’t something we choose to do – it’s an inescapable part of working life. Our workplace rituals, friendships and the alliances we forge play a big part in how our careers pan out; so how can we make sure we’re doing them right? Can we ever get ahead without our colleagues hating us? And why does it matter if we’re late for meetings? Isabel Berwick is joined by John Curran, CEO and founder of organisational development consultancy JC & Associates, and FT deputy opinion editor, Miranda Green, to find out.Want more? Free links:Office politics is not optional: learn to play the game or you’ll be its victimThe fraught politics of the office whiproundHow can I be more political and still be myself?Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.Read a transcript of this episode on FT.com

If you’ve ever helped a colleague out just so they’d like you, or overburdened yourself to make your boss’s life easier, you may think of yourself as a good team player. But you might actually be a people-pleaser. Host Isabel Berwick speaks to NYU psychology professor Tessa West, who explains why people-pleasing rarely works in the long term. Later, Isabel talks to Christine Braamskamp, London-based managing partner of law firm Jenner & Block, who explains that a little people-pleasing is sometimes necessary – especially in a newer working relationship.Want more? Free links:Just say no if working while femaleAnxiety: the office fear factorPresented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Jake Fielding. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audioRead a transcript of this episode on FT.com

Few things at work are more frustrating than tedious bureaucracy – and few things make employees happier than when their managers get rid of it. Isabel Berwick speaks to Huggy Rao, professor of organisational behaviour at Stanford, and co-author of 'The Friction Project,' to find out how managers can become 'shit-fixers’, clearing unnecessary obstacles from the path of their teams, while making sure they don’t go too fast for their own good. Later, Isabel speaks to FT senior business writer Andrew Hill to learn what the consequences can be when managers introduce too few checks and balances – and why generative AI might actually make bureaucracy worse.Want more? Free links:‘I work in a frustration factory’: how to make workplaces run betterLetter: Frictions and frustrations of modern office workingPresented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.Read a transcript of this episode on FT.com