Our team has been working from our respective homes for the past eleven years.  We consciously chose to operate in this manner from the moment our business began in 2009 for a number of important reasons.  As a result of working from home we have also been very conscious of how to do this effectively, not only as individuals, but as a team.  We have had to make specific decisions about how we communicate, how and when we collaborate, how to make decisions, how to maintain quality and consistency, and how to stay connected and feel part of the TLC team. 

Both my wife and I work from home. Our daughters are now 10yrs and 8yrs old.  The only thing they have known is us working from home.  I have however had to do a lot of travel which has meant been away from home.  The advantage we have is that our family know and understand how we work.  The challenge for many of you is that your family only know you in a certain way, which means that not only do you need to make a shift in your own mindset, but you also need to shift the mindset of your family and partner.

Now that we know that many organisations and businesses will be shifting to working remotely, I approached our team and asked them to reflect on the last eleven years and identify what has worked for each of them to be most effective at working from home. We share below some of our team’s most impactful insights and wisdom.

Is it true that negative feedback is bad? There has been much interest over the years into the impact of feedback and in particular the value of positive feedback versus negative feedback. Much of the recent commentary is that positive feedback is better for engagement and learning and that negative feedback discourages learning and lowers engagement.  Many organisations run l ...

The latest research tells us that extroverts are more likely to get promoted, more likely to get opportunities, get paid more, perceived as more credible, and more likely to be seen as a visible leader. If this is the case, does that now mean that as Introverts we need to accept that we might not be given the opportunity, or the visibility or credibility?

I think that what concerns me most is that as Introverts we then justify events or explain our lack of visibility or impact by the fact the we are an Introvert.  In other words, we are using introversion as an excuse.

The latest evidence and research tell us that organisations that have employees that have high levels of well-being, are more engaged and more passionate about their work. Employees that are more engaged and more passionate about their work then deliver better outcomes as individuals within the organisation, which then delivers better organisational outcomes. The majority (90 ...

Whatever we pay attention to reflects what we think is important.  More importantly, when we are communicating or being with others, their perception of what we pay attention to then reinforces the respective behaviours.

We all have many choices to make in our lives, many of which seem inconsequential at the time but in hindsight are pretty significant.  I notice that in many cases we experience significant, and sometimes debilitating emotions surrounding choices, which results in us getting stuck in indecision.  If we focus on the past following a decision, we can be overwhelmed by guilt, resentment, regret, and sadness.  On the other hand, if we focus on the future, we become anxious and fearful, which often results in us either procrastinating or coming up with reasons why we shouldn't make the decision.

We have been fascinated about teams and what is required to reach and sustain a high-performance state.  Having worked with a multitude of teams in different settings and environments, we have further confirmed the validity of our high performing elite teams (HPET®) model and framework.  I share below twelve questions that you can use to assess the effectiveness of your team.

We have this faulty belief that if I provide positive feedback and encouragement I will be able to shift this person to high performance.  Further, we believe that if we do need to give negative feedback, that we need to sandwich the negative feedback between two sets of positive feedback i.e. the feedback sandwich. Lastly, we believe that if we provide negative feedback that we will reduce motivation and cause poorer performance. We have got feedback completely wrong.  Our beliefs couldn’t be more incorrect.

At some point in a Leader’s life they will need to manage someone with an Attitude Problem. This is can be a difficult and challenging process and many Leaders feel unskilled in how to manage this situation.