Why we need to stop using the term 'Burnout' and rather use ‘Non-Optimal State’. For years Psychologists and organisations have been referring to the term ‘burnout’.  I recall developing and delivering a workshop 20years ago called ‘Preventing Burnout’ for the organisation that I worked for at the time as the Staff Psychologist, and at the time had no issue with the use of the ...

Psychological Safety is a term that I am hearing more often in the workplace. While I agree with the core principles and purpose of Psychological Safety, I am deeply concerned about how this term is being defined and implemented in organisations.
In this article I explain my concern and offer a definition and method of implementation that I believe will deliver on the true intention of the concept 'Psychological Safety'.

How does an organisation unlock leadership impact? How does an organisation go about enhancing the impact of leaders across their organisation to deliver sustainable high performance and people who are physically well, emotionally well and mentally well.

We believe that vulnerability is the key to unlocking our impact. Unfortunately, leaders genuinely stepping into vulnerability is really challenging and a little scary. I share below why stepping into vulnerability unlocks a leaders impact.

 

Depending on where you live in the world, your city will be somewhere between mid-crisis to the beginning of the emergence from the crisis.  Regardless of where you live or the current crisis state, every one of us are experiencing some form of ‘crisis fatigue’.  We know anecdotally as well as from current evidence that most people around the globe are experiencing increased levels of anxiety, frustration, isolation, stress, uncertainty and guilt as a result of the impact of COVID-19. We have not paced ourselves well.  Most of us have been pushed to the limit over the last few months, both on the home front and the work front.  We are exhausted.

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 ...