The invisible killer of remote teams

Wayne Turmel | 29 Nov 2021

There is one factor that can be lethal for remote teams that usually isn't a problem when everyone is in the same place. That invisible killer is exclusion.

There's nothing soft about the heart

Wayne Turmel

Every animal depends on its heart for its existence. Organizations do too, except that rather than a multi-chambered muscle, they rely on leadership, managers and flows of information.

Turning around a dysfunctional team

Matt Jenkins

Bringing together a group of smart, creative and driven people doesn't mean they'll instantly work in sync. In fact, most cross-functional teams are dysfunctional in one way or another. Here are some ways to address that.

Accountability is more important than accounting

Wayne Turmel

What's more important: that people are working on exactly what you want them working on at that exact moment, or that important tasks and outputs are done on time and team goals are met?

End of furlough anxiety? Belongingness is the answer

Anne-Marie Finch

As the UK's furlough scheme comes to an end after 18 months, how can organisations help people facing the anxiety of returning to the office after an extended time away from the working environment?

Returning to work through the eyes of Maslow

Kon Apostolopoulos

As we design the "next" workplace, we need to shift our focus from where, when, and how employees perform their work, to why they want to perform it.

The culturally intelligent team

David Livermore

It's harder to get things done on a diverse team. But with moderate to high levels of cultural intelligence, diverse teams can outperform homogeneous teams in a number of important ways.

From the archive

Morale: a moving target

Duane Dike

What we think we know about morale is probably wrong, especially the black and white notion that morale is either ‘good’ or ‘bad’. Like most human feelings, morale is a moving target, which is why being sensitive to its nuances is such a key skill for leaders.

Bob Selden

Did Plato have the answers to Wall Street's problems?

Bob Selden

Almost 2,500 years ago, Plato argued that the endless quest for pleasure affects the kind of leaders that democracies produce. Those who do rise to the top are unlikely to be motivated by concern for the common good, but rather by self-interest. Sound familiar?

Dan Bobinski

Making up for a lack of experience

Dan Bobinski

Most of us believe that people over 40 make better bosses simply because they have more experience of life and of work. I tend to agree – with some reservations. So what can a young manager do to compensate for having less experience?

Wayne Turmel

What if Shakespeare Tweeted?

Wayne Turmel

Some of the biggest tragedies in history and literature could have been solved so easily with a tweet or a timely Facebook post. Think Romeo and Juliet, Julius Ceasar, Hamlet – even the Trojan wars – a simple status update could have changed the world.

Kate Lidbetter

Breaking the bonus culture

Kate Lidbetter

Most organisations have cottoned on to the idea of encouraging superior levels of performance by offering extra financial rewards. But is this bonus culture more of a bonus vulture, asks Kate Lidbetter.

Earlier opinion

The mortar in a project's wall

Wayne Turmel

What holds a wall together is the mortar between the bricks. And what holds a project together is the effective, clear and proactive communication between individuals.

The myth of change management

Rod Collins

The world is changing much faster than their organizations. And that’s a big problem, because traditional businesses are not designed for adapting to change or aligning with shifting markets.

New year questions for team leaders

Wayne Turmel

What better time than the New Year to stop, reflect on what’s happened in 2020 and gird our loins for what looms ahead. In that spirit of reflection, here are five questions all team leaders should be asking themselves.

Why ‘how are you?’ is such an important question

Steven Buck

After this unprecedented year, finding ways for a team to connect and address the needs of the whole person rather than focusing solely on work priorities is more important than ever.

How to take expert advice

Wayne Turmel

You could drive yourself crazy trying to follow every piece of advice you get - and often the experts disagree. So how is a rational person supposed to take all this advice without their heads imploding?

Ideas are fragile (handle with care)

Max McKeown

If someone in your organisation has an idea, is it welcomed? Or does hierarchy, history and organisational politics make innovation impossible?

The group excluded from diversity programs

David Livermore

The US is a divided nation, in part because many working class individuals believe progressives and diversity advocates have compassion for everyone - except them. Might they be right?

Coping with COVID restrictions this winter

Lynda Shaw

In the midst of another lockdown and with the colder months are setting in, many of us are wondering how we are going to deal with this winter. Here are some tips on how to cope.

In praise of inconspicuous leadership

Duane Dike

Many so-called leaders have an unhealthy interest in the outward trappings of their position. But real leadership is inconspicuous - and it’s about far more than status or measurable achievements.

Staying on track isn't easy

Wayne Turmel

It's surprising how often teams lose sight of their goals. There are plenty of reasons, and maybe understanding some of the most common will help you and your team reassess where you are headed.

A far more serious public health crisis

Rod Collins

As we struggle against the the Covid-19 pandemic, it's clear there is a far more serious public health crisis that has long been hidden in plain sight: a digitally primitive healthcare system.

How problem-solving styles affect team togetherness

Curt Friedel

As a manager, how do team members respond to your approach to solving problems? How does team dynamics gel with your personality and affect chemistry and productivity?