Free tool: Reallusion's Blender Auto Setup. The newly renamed plugin makes it easy to transfer 3D characters, shaders and animation from Character Creator and iClone to Blender. Works with both Eevee and Cycles.https://www.cgchannel.com/2024/11/free-tool-reallusions-blender-auto-setup-plugin/

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There are many perks of remote work. Research suggests that giving workers flexibility in where they work enhances workplace culture, improves productivity, and boosts profits.But theres one growing pain that many teams are still trying to overcome: a feeling of disconnect from our duties, teams, and workplace among remote workers.Some have used this feeling of loneliness as a scapegoat for why workers should just return to the office five days per week. But whats often left out of this conversation is that creating a healthy hybrid work culture is a two-way street. Although managers of remote employees can feel disconnected from their virtual teammates, they dont always realize that remote workers feel the same way until performance begins dropping. Suddenly, emails are ignored, deadlines are missed, and meetings are canceled at the last minute.Its as though the stakes are lower and the relationships are less real when theyre mediated through video conferences and communication platforms. When we dont feel embedded and engaged in our jobs, our relationships, outputs, and job satisfaction can suffer. But by deepening a remote teams connection and sense of ownership over their work, managers can help their teams (and themselves) overcome disengagement and build exciting workplaces that have all the benefits of remote workwithout the disadvantages getting in the way.Heres how any team can support overwhelmed and disconnected remote workers, step by step.Evaluate performance and environmentThere are a few warning signs that should indicate to managers that something isnt quite right. Are employees becoming unresponsive and unreliable? Are they consistently delivering substandard work? You may even notice a pattern of last-minute submissions and irregular working hours. Of course, part of the appeal of remote work is the flexibility it affords. Sometimes irregular work patterns help people do their best work. But if it corresponds with a drop in quality, its time for a check-in.This conversation will require delicacy and humility. After all, chronic employee disengagement cant be registered solely as a sign that employees are personally failing to work hardits also a sign that they havent been given a reason to. Something about the workflow and culture has indicated that last-second work and infrequent correspondence are sufficient, that great work wouldnt be recognized or rewarded anyway, and that relationships with the team just arent strong enough for anyone to go the extra mile to help others.In this scenario, simply telling employees that better work and a deeper sense of ownership are expected from them wont be effective. It may even indicate that management doesnt have a clear sense of what the virtual workplace feels like, deepening a sense of isolation.So the first step of having this conversation is to truly understand what your virtual workplace culture does feel like. What would it take for the team to feel connected, personally invested in doing great work, and eager to further company goals? How can you build into the work environment this acknowledgment that disconnection is a common side effect of remote work, and use this recognition to rally the whole team around a solution?Set and accept expectationsAnswering these questions requires listening just as much as doing. After all, it isnt enough to observe declines in employee performance. We also have to see why certain remote employees chronically underperform. If theres something about remote work environments thats to blame, then its the job of managers to help overcome those impasses. Taking on a were in this together mentality goes a long way toward restoring a sense of connection and establishing a shared experience with the team.To reinforce this mentality, bring the team together to discuss the challenges of remote work. Make it clear up front that this isnt the type of meeting where employees have to say the right thing to be good team players. Ask about feelings of isolation, the tedium of workflows involving multiple online platforms, the unclear expectations. All of these factors lead to feelings of disengagement.Open up the floor to your team, and never miss a chance to join the conversation. After all, everyone has one thing in common: Youre all navigating the many ups and downs of remote work. Lean into it. Let your difficulties become a shared experience through which you build connections.Based on the feedback you receive, you should have a clear sense of what must change to ensure remote work isnt a hurdle but rather a model that gives everyone the freedom they need to do their best work, live full lives, and feel a sense of personal investment in the team.For instance, if there isnt an incentive to do work beyond the bare minimum, then setting up quick weekly meetings where the team presents and discusses what theyre working on may help. This may also highlight to employees that when they submit their work, it doesnt just check a box. Its handed off to someone else whose job is made easier when theyre given great work. These meetings can become a space where good work is acknowledged and the significance of individual actions to achieve team successes is reinforced.As the team recognizes that structural changes are being made to address their concerns, it will be much easier to set and enforce expectations. Now theyve seen firsthand how dedicated you are to constructing an environment in which work is enriching and impactful. The environment is therenow everyone needs to show up.Build social capitalNow that pain points have been identified, processes have been changed, and the team has begun developing a bit more connection, its time to focus on social capital. What would it take for employees to proactively engage with their colleagues, not just for work-related matters but also to learn about other projects, departments, and opportunities? Or just engage in some water cooler chatter?The goal here is to build a network of relationships among the team that can be relied upon when someone needs feedback or guidance. For instance, imagine bringing the team together to discuss shared projects and brainstorm solutions. Whenever conversational detours break out, follow them through to their conclusion. Let colleagues provide their insights, relate personal stories and interests to the matter at hand, and ask questions about their teammates. And then, ensure its as easy as possible for employees to reconnect with colleagues so they can follow up, start new conversations, or keep old ones going.This is a great way to strengthen interdepartmental relationships, but it also provides opportunities for isolated remote workers to make their projects a bit more lively and collaborative. By keeping informal channels open, and ensuring the team has enough time to use them, employees will be able to share ideas, ask questions, and get feedback from their colleagues.Establishing a mentorship system is another great way to train employees and develop practical relationships. Rather than feeling like their job is to get their deliverables done and then log off, mentorships highlight how the quality of our work now moves us closer to where wed like to be later. By using existing expertise within the team to increase knowledge and motivation for everyone, mentorships are a great way to keep people motivated and deepen connections.Suddenly, the remote office doesnt feel like a bunch of disconnected people trying to engage as little as possible. Its a lively hub of people motivated to do great work on their own so they can put it in front of others, engage in meaningful discussions about projects, and get to know their remote colleagues.More than that, youll find that this process of building up practical connections among the team lends itself to one of the most important solutions managers have to combat disengagementdeveloping, strengthening, and maintaining personal connections.Facilitate team connectionRelationships are paramount in any workplace, but they take on additional significance in remote settings. After all, the best office relationships arent just about what other people can do for you but about meaningful interpersonal connections that shape how we think, how we learn, and how we want to develop our careers. These are the types of relationships that become possible when employees and managers turn the remote office into a well-connected and well-oiled machine.But it must be noted: Theres a limit to how well such meaningful connections can be managed into existence. For instance, setting quotas for informal chats among employees probably wont be conducive to meaningful conversations. Instead, it may become yet another tedious box to check that makes remote work feel less invitingand more anxiety-inducing. However, continuing to make the work environment as streamlined, enriching, and sociable as possible will open up plenty of opportunities for strong connections to emerge organically.Keeping communication channels open throughout the day that employees can enter at their leisure will encourage meaningful relationships. Managers can also set up get-togethers that begin with a focus on shared team projects but develop into more informal conversations that allow for people to pair up and talk one-on-one.To that end, its important to avoid forcing employees into awkward team-building exercises, which can feel inauthentic and, sometimes, a bit embarrassing or condescending. Instead, continue to promote organic interactions by listening to feedback, giving the team plenty of shared experiences to discuss at work, and then making sure theres always a space with a relaxed atmosphere where work relationships can deepen into personal ones.Remote work has a lot to offeras long as teams can overcome its many hurdles. One of the most imposing is a sense of disconnect that turns the remote office into a tedious and unpleasant place. To reduce employee disengagement, managers need to have honest conversations with their teams, make tangible changes based on what they hear, and open up spaces where pragmatic relationships can deepen into interpersonal ones. Thats how we can turn hybrid teams into a lively and sociable hub of professionals who work hard and get to enjoy the flexibility of remote work.

When a company experiences rapid growth, there are usually more employees gunning for leadership positions than available titles. This means managing promotions requires a delicate balancing act to avoid causing resentment.A diverse group of experts, including CEOs and career coaches, offered tips for navigating these growing pains and suggestions for effectively tackling promotion dilemmas.Promote based on demonstrated leadership skillsNavigating rapid corporate growth and high employee expectations is a challenging journey I embarked on as a general manager. One strategy that served us well was promotion based on demonstrated leadership skills, not just seniority or tenure. We focused on identifying individuals who showed initiative, the ability to overcome complex business challenges, and a knack for inspiring others.For instance, a project manager stepped up during a major project, demonstrating exceptional strategic planning skills and team managementelements critical for leadership. This led to his promotion, inherently setting a bar for others.To manage expectations and prevent resentment, we ensured the process was transparent and communicated openly about the skill sets and aptitude required for leadership roles.Simultaneously, we invested in an open-feedback environment, nurtured an inclusive culture that valued everyones contribution, and developed a comprehensive training program to prepare promising individuals for future leadership roles.Gianluca Ferruggia, general manager, DesignRushTailor recognition to individual performance driversYou want to avoid assuming that promotions are the only way top talent wants to be rewarded for their performance.While it takes time and effort, you can retain talent and avoid resentment by learning each employees individual performance drivers. Although some employees will indeed want to be rewarded with promotions, other opportunities would likely be even more meaningful. This might look like additional compensation, participation in special projects or initiatives, or work-exchange opportunities.The key is to match recognition to the individual, particularly among top leaders, rather than assuming everyone wants to be recognized the same.Kyle Elliott, MPA, EdD, founder and tech career coach, CaffeinatedKyle.comUse accountability charts I like to follow the principles of the Entrepreneurial Operating System (EOS) when managing rapid company growth and limited leadership positions. One of the main tenets of EOS is clearly defining roles and responsibilities, which is critical for organizational success.The first step in this process is creating an accountability chart. By collaborating as a team to identify and define the roles and responsibilities the company needs, we can ensure that we are addressing the organizations requirements first. We then decide who (if anyone) fills these roles, which helps to remove personal biases and focus on the companys needs.This approach also allows employees to see which opportunities are still open, even if they arent immediately filled. To support our team in preparing for these roles, we can develop tailored development programs and career-path planning. This helps employees understand what they need to achieve to be considered for these future positions.If there are no current open positions, I make it a point to communicate regularly that as the company continues to grow, new roles will emerge. By consistently updating employees on potential upcoming opportunities and ensuring they know they have a career path plan in place, we can mitigate frustration and maintain motivation. This open communication helps employees feel valued and reassured that their growth is a priority and that we are diligently considering their next steps within the organization.Keep the communication open and always solicit feedback from employees.Kare Ullerup, CEO, Beyond Culture PlateauImplement a mentorship programAn effective approach to this situation is to implement a mentorship program. This allows employees ready for more responsibility to step into leadership roles in a supportive, hands-on environment, even if they dont have an official title yet. This not only helps them build essential skills and confidence but also prepares them for future leadership opportunities when they arise.Mentorship creates a two-way street. Mentors gain valuable leadership experience, while mentees receive guidance and support to grow their capabilities. This setup encourages knowledge sharing and collaboration, fostering a culture of growth and continuous learning. Plus, it helps to identify potential leaders early on, making it easier to fill positions as they become available.To further mitigate feelings of resentment, its vital to maintain open lines of communication with your team about their career aspirations. Regular check-ins can provide insights into individual goals, allowing you to align opportunities with each persons ambitions. By discussing pathways for advancement transparently, you help create a shared understanding of the journey ahead.Encouraging feedback and actively listening to your employees concerns can reinforce a culture of trust. When team members feel heard and see a clear path for their professional growth, theyre less likely to feel overlooked or undervalued, even when promotions are limited. Recognizing and celebrating achievementsbig and smallalso contributes to maintaining morale.In essence, by fostering mentorship and maintaining open communication, you not only support employee development but also cultivate a more engaged, motivated workforce that can weather the challenges of rapid growth together.JD Lloyd, business development and project manager, Bella Virtual StagingInvolve supporters in goal-setting discussionsWhen a company grows quickly, building a leadership team is a challenge. People who helped grow the company often expect they will be tapped for leadership positions. However, that may not be their skill set.I witnessed this while serving as a board member for a fast-growing organization. The founder knew the experience and expertise she had on her team, but she wanted to retain some of the early supporters.After some discussion, we settled on an approach that included involving those supporters in identifying the goals of the organization and the best people to help lead the organization to meet those goals, as well as the expectations of customers and stakeholders.This led to conversations about the skills, abilities, and time commitment needed to do this. Many of the early supporters realized that their skills did not match what was needed for the leadership positions. Some moved into advisor or board positions, and others took positions that enabled them to support the organization in lesser roles.The biggest surprise was that during this process, the founder decided she should not be the chief executive but rather the chief of staff. The board and leadership team recruited and selected an external candidate for chief executive.The best way to handle promotions for leadership roles is to define how the position supports the mission and goals of the organization by setting forth the skills, abilities, and experience needed. This includes the expectations of the position by the employees, customers, and stakeholders.Cheryl L. Mason, CEO, keynote speaker, author, Catalyst Leadership ManagementClarify job descriptions and performance processesOne of the best things you can do to clarify your promotion process is to have both a clear job description and a clear performance management process. Why are both necessary? They make the selection process fair and equitable while helping team members know how to best structure their career path and qualify for leadership.You want the job description to be extremely clear in identifying what skills and qualifications are required to be considered for the new role. Additionally, you want the job description to convey a clear day in the life view of what tasks and responsibilities the person needs to do in that role.Finally, a clear performance management process gives the hiring manager the roles talking points and standards to hold interviewees and prospects accountable. In a rapidly growing company, you need to rely on truth and data to anchor you amid change. A performance management process is helpful on the front end for an incumbent to know what theyre required to accomplish and helps the manager of the role coach and guide the incumbent towards success!Joey Price, president and CEO, Jumpstart HRSeparate leadership from management rolesLeadership and management are two separate roles. The key for organizations is to identify not only who wants a position but also who is suited for it. All too often, top individual contributors are promoted into management, only to struggle and miss their old jobs. The management track isnt for everyone, and that should be talked about openly.Both leadership and management require specific skills that need to be developed. Setting expectations from both sides is crucial. I think people who are interested in leadership and management should raise their hands and get trained. Then they need to interview for the role just like anyone else would. I dont think resentment will arise if the right tools are given fairly. People seek growth and need both direction and clarity behind decisions.Brianna Rooney, CEO, TalentPerchIntroduce career growth frameworksOne strategy for managing promotions without causing resentment is to introduce career growth frameworks that emphasize individual development rather than just title advancement. This way, employees understand how to grow without necessarily moving into leadership roles.For example, employees could be offered increased ownership and visibility on critical projects. This would allow them to have leadership-like experiencesdriving results, managing teams, and influencing business strategywhile keeping the organizational structure stable. It would also help manage high expectations by showing that the company is committed to their career growth, even if a permanent leadership position isnt immediately available.When implementing something like this, set clear goals and timelines. Ensure theres a structured feedback system so employees know what to work on. Also, ensure that these experiences are varied and meaningful, offering real challenges and responsibilities. This will not only better prepare them for future roles but also help maintain their engagement and loyalty to the company.Emilio Javier, head of People Operations, Shortcut

Design gallery Galerie Philia has unveiled a collection of contemporary designs based on the collections of the Medici family in the greenhouse of Florence's 16th-century Palazzo Corsini al Prato.The Future Relics exhibition, created in collaboration with production firm Shifting Vision and the Medici Archive Project, was born from a year-long research process bringing together six designers from six different countries.Future Relics is on show at Palazzo Corsini al PratoLed by a team of researchers, they scoured the palazzos and museums of Florence to see the wealth of art collected by members of the city's influential Medici family, who were known as the "Godfathers of the Rennaisance" because their patronage helped to fund the 15th-century revival of classical arts.Each designer then went back to their own studio to create a contemporary reinterpretation of the historical artefacts, drawing on traditional craft techniques and precious materials to explore how objects can still inspire reverence in our secular consumer culture.The exhibition occupies the palazzo's old greenhouse"They were asked to think about how they could make something that might become an object of reverence in the future," Shifting Vision's head curator Jemma Elliott-Israelson told Dezeen."Today, we have so many things to consume and so much of it feels throw-away. But everything made in the Renaissance was made with the idea of beauty and sustainability in mind, like it's something you'll have forever."Kar Studio's fibreglass chair and Pierre De Valck's copper chest are among the works on showBelgian designer Pierre De Valck created a pared-back interpretation of Valerio Belli's ornately engraved Medici Chest in patinated bronze, with a simplified form designed to evoke a child's drawing of a treasure box.In this case, the treasure is a chunk of lapis lazuli stone that also serves as the handle, referencing the vibrant blue pigment's use in Renaissance art. At one point it was more valuable than gold and had to be painstakingly imported from Afghanistan via the Silk Road."It was the most expensive pigment, which is why the Virgin Mary was always painted in blue," Elliott-Israelson said. "The process of actually getting it here was so complicated, it had to go through so many different hands.""Still today for Pierre to acquire this, he had to go through so many different stages because there's a trade embargo between Afghanistan and Europe."The fibreglass seems to glow in the sunSemi-precious stones also feature in pieces by several other designers as a homage to the traditional Florentine stone inlay technique known as pietra dura.Coloured jade adorns the feet of a translucent fibreglass chair by Guangzhou firm Kar Studio to symbolise the four natural elements found in both Renaissance art and Chinese philosophy.The design, based on the throne of grand duke Cosimo de' Medici and the high-backed seats of Ming Dynasty China, aims to draw a parallel between these two periods, which studio founder Steven Yeung sees as analogous.Read: India Mahdavi enlivens Rome's Villa Medici with bold geometric furnishingsFrench designer Elsa Foulon contributed a cabinet with theatrical ceramic doors that reveal a glowing brass interior decorated with nuggets of pyrite, also known as "fool's gold".In this way, it hopes to inspire the same sense of awe as the reliquary boxes made in the Rennaisance to hold sacred relics such as the body parts or ashes of a holy person."The piece explores the concept of a relic and contemporary perspectives on what we would choose to protect, questioning what is today considered sacred," said Galerie Philia founder Ygal Attali."An invisible but palpable thread behind all these works was the notion of sacrality and how its absence, or renewed presence, might be understood or felt in our times."Elsa Foulon created a theatrical cabinet with ceramic doorsOther ceramic pieces come from Estonian designer Laura Pasquino, who created a series of sculptural vases using a formula developed by Francesco I de' Medici's ceramic workshop while trying to emulate Chinese porcelain.Their partially collapsed forms nod to the 10-year trial-and-error process it took to produce Europe's first porcelain, turning seeming faults into decorative features.Laura Pasquino's ceramics feature deliberately slumped in formsItalian duo Morghen Studio contributed a floor light that offers a modern interpretation of a classical column. This incorporated fragments of Carrara marble but was rendered mostly in brass, in a nod to the famous gilded doors of the Baptistery of San Giovanni, known as the Gates of Paradise.The column integrates both an alabaster lamp and a twisting candelabra, with stained-glass flowers and an empty glass vial added to reflect their light.Morghen Studio's column-like floor lamp is made from brass and marbleThe final piece in the exhibition was meant to be a travertine and white onyx mask by Mexican designer Andrs Monnier referencing "one of the missing mysterious pieces" of the Medici collection a green jade mask reportedly from the ancient Mesoamerican city of Teotihuacan.However, the one-of-a-kind piece was damaged in transport and couldn't be included in the show.Available to view by appointment, the exhibition is set in the old limonaia a greenhouse originally built to shelter lemon trees of Palazzo Corsini al Prato, marking the first time the space has been used to house an exhibition.An alabaster light provides gentle illuminationFuture Relics isn't the first project to reappraise the Medici's legacy in recent years.A three-year refurbishment ofthe 1544 Villa Medici is currently underway in Rome, aiming to establish the historical residence as a home for contemporary design.So far, Italian fashion brandFendi has refreshed the villa's salons and architect India Mahdavi has updated six rooms on the upper levels, while Pratique and Fanum created a temporary plywood pavilion for the gardens.The photography is by Studio Brinth.Future Relics is on show at the Palazzo Corsini al Prato in Florence from 1 to 21 November 2024. SeeDezeen Events Guidefor an up-to-date list of architecture and design events taking place around the world.The post Six designers reimagine Renaissance artefacts for Future Relics exhibition appeared first on Dezeen.