You’re a manager. You’re not one to pat yourself on the back, but you’ve got to admit: your team is doing pretty darn well. At least, that’s how it seems to you. Big projects are being checked off the list, deadlines are being met. You haven’t had to referee any heated conflicts, your inbox has no complaints. You’re good! But is that the whole story? Our research suggests your direct reports might describe the situation a wee bit differently.

Unless you build or program computers for a living, you could be forgiven for never having wondered what actually happens under the hood. How do computers make decisions? What do their instructions look like? Can they, y’know… think?

Choosing the best organizational structure for your company, division, or team is a lot like picking out a new car. At the most basic level, you’re always looking for something road-worthy – something that can take you (and your passengers) from point A to point B without a hitch. But beyond that, there are many other options to consider. Automatic or manual? Four-wheel drive? Built-in GPS? Leather interior?

Want to get a quick read on your company culture? Just look at your meetings. It’s all there: interpersonal relationships, power dynamics, team camaraderie. For many organizations, meetings are a reflection of the company’s broader processes and health. It’s no surprise, then, that the most effective teams have transformed meetings into a force for alignment, engagement, and efficiency. At Hugo, we’ve seen this firsthand.

Efficiency tools are everywhere. Software, planners, lists, you name it. There’s a huge industry around helping you be more well-organized and effective at work. But you already have the most powerful efficiency tool available: your brain. Whether it’s your first job or you’re eyeing retirement, there are proven techniques you can use to amplify that big mass of neurons in your head.

In my role as work futurist and evangelist of open work practices, I spend time in more workplaces than the average bloke (and have the frequent flier miles to prove it). I talk to people up and down the org chart about how they get work done day-to-day, the improvements they’re trying to make, and the challenges they face. What I hear is quite consistent from company to company: we crave more autonomy and meaning in our work.

We surveyed more than 1,000 knowledge workers to find the attitudes and behaviors that lead to highly effective teams. Here’s what we found.

All companies have one thing in common: they’re going through a large amount of change. Part of my role at Atlassian involves me traveling around the world and not only doing talks at conferences, but actually meeting our customers at their offices to learn about the challenges they face. I see organizations of all shapes and sizes (but especially the older, larger ones) having to reinvent themselves and find new ways of working in order to stay relevant.

A mismatch of skills hurts your team’s performance and increases employee churn. Here’s how to recruit the right people.

Chat can be every bit as annoying as email if you and your colleagues aren’t using it right. It’s ironic, really. The whole point of group chat is to be a fast, fun way to communicate. But based on the conventional wisdom around chat etiquette, you’d think sending a quick ping was as delicate as inviting the Queen to high tea.