Culture, not kit is the key to remote working

We’re often asked about Hough Bellis’ remote working model. No office. No set working times.  A team of 12 based all over the country.

Throw in an expanding client base and it is understandable why people often want to know… ‘how on earth do you make that work?’

Most people want to discuss kit or IT setup. What internet calling software do we use? What tools do we use to manage workflow? How does HR work?

While these are all important, in my view they are secondary issues.

By far the biggest factor for any remote working business is culture.

Our focus over the past three years has been on creating a high trust environment.

Leaders must feel comfortable offering new levels of freedom to their teams and trust that – as long as the right processes are in place – standards and productivity will rise as a result. This has certainly been the case at Hough Bellis.

The temptation when implementing remote working is to micro-manage – especially in bigger firms. From talking to folks around the country, it’s clear some managers or even business owners struggle to give up a level of control they are used to with their team around them.

This only creates a low trust environment and will leave you with all the problems of remote working, with few of the rewards.

A switch to a high trust culture can be just as tough for teams too. You’re often asking people to relearn everything they think they know about work.

Convincing them it really is okay to make decisions, that we don’t fear failure, that it really is okay to build your work hours around the school run… it takes time.

You can’t just turn trust on and off. But when the penny drops you get your rewards.

Getting the right kit will always make the wheels of your organisation turn faster. Creating a high trust culture can put a rocket under your business.


If you’re interested in discussing the future of work and remote working, contact Bobbie Hough on

Bobbie Hough