Creativity On Demand

I had a great plan for last Friday. I was working from home, and for once had a free calendar. The only thing I needed to do was finish a presentation. So how, exactly, did I end up working ALL Friday night and until 2am Saturday?

Friday turned into a day of writer’s block. By the end of the afternoon I had a very clean house, snippets of graphics, a few cool ideas, and some great quotes, but there wasn’t a story that hung together. So I gave up, decided that I’d write off the afternoon as unplanned PTO and headed out to pick up my daughter at school. An hour later, I was standing in the grocery store, and the answer arrived fully-formed in my head. As usually happens after a block, once the vision came in, it was completely clear. I had the idea, knew the path the story needed to take and had no choice but to focus entirely on the presentation until it was completely finished. Even though that meant working until 2.

It’s a cliché that engineers are known for working weird hours. While I was at the startup, it was common for the developers to come in around 11, take frequent breaks for World of Warcraft or foosball, and then work all night. As an HR person, I used to worry about this schedule – didn’t these guys have home lives? Shouldn’t I be encouraging them to work a normal schedule, or at least try to get them back to 40 hours/week?

The truth is that creativity is not available on demand. When you are managing people who work in a creative space, you need to acknowledge this fact. You will have people who work crazy hours, and deliver at random times. This will be simultaneously energizing and frustrating. Most innovators I’ve worked with are incredibly dedicated people but they are also demanding. As an HR person, and as a manager, I’ve found some principles that help in setting the stage to help innovators:
- Focus on outcomes not hours. Some projects will seem easier than others, but you may not be able to accurately predict this. Better to make sure your team members are aligned on the goal, and not worry as much about the time required.
- Create frameworks for success. When assigning projects, give as much context as possible, and be clear if there are specific requirements such as a requirement for delivery, or a deadline that cannot be missed. Beyond that, try to leave ample room for innovation and creativity.
- Be ready to call “done”. Many creative people have trouble declaring something is finished. There’s always one more refinement, or one more thing to add. You may need to set earlier deadlines, or add in reviews to stop tweaking.
- Acknowledge the need for downtime (which may come from nowhere). An engaged creative person is likely to work insane hours. As a result, they will come close to burnout and may need a manager to encourage PTO. Or, they may catch themselves, and announce a spontaneous trip to Hawaii. This flexibility in time off will be necessary to balance the crazy hours and to allow them to recharge creative batteries.

The creative process isn’t a straight line. There are high highs and low lows, and there will always be late nights. But when you see an innovator deliver their latest product, or present a new solution, they aren’t thinking about the hours they put in. They have created something new, something they can be proud of. That’s the measure of accomplishment, not the hours that they worked.

[Image Source Evil Erin. Used under Creative Commons.]

A Whiteboard in the Shower

My husband and I have an ongoing game where we talk about all the home improvements we will make someday when we’ve hit the lottery. The last few weeks we’ve been focused on our master bathroom, which is a textbook example of all that was wrong with 1980’s décor. Most of my suggestions are usually pretty mundane - better lighting, move the linen closet - but there’s one requirement that always gets a weird look: a whiteboard in the shower.

You see, both my husband and I have jobs requiring a lot of creativity. He spends his days dreaming up new products, and I spend mine looking at new approaches to business processes. In both cases, there’s a lot of opportunity to think and dream, and a lot of need to capture ideas.

Years ago when I took a personality types course, our leader recommended that certain types of people keep a journal by their bed. She said that these types were known for processing the day’s events long after they were supposed to be asleep, and often would wake up in the middle of the night still thinking about what had gone on during the day. If they had the opportunity to write down their thoughts, she reasoned, these types would be able to sleep better. This works well for my husband, and he has a nice orderly journal where he writes most of his design ideas.

Unfortunately, my creative processes are a little less predictable. I can’t say I’ve ever woken up in the middle of the night with a brand new strategy. However, I can say that I have created multiple marketing campaigns and solved world hunger while on my elliptical trainer. I’ve written character studies, and planned out presentations while driving to and from work. And I’ve rewritten requirements, dreamed up product names and solved design problems in the shower. There’s something about these times when I’m focused elsewhere that my subconscious takes over and delivers a solution that is exactly perfect.

Of course, in most of these situations, it’s a little hard to document my brilliant ideas. I’m enough of a klutz to know that writing while on the elliptical trainer is a recipe for a broken ankle, and the CHP doesn’t really like people to write and drive at the same time. But HGTV shows bathroom remodels to add TVs, shower radios and telephones, so why not a whiteboard?

How about you – where are you when the creative idea hits? How do you capture it?

[Whiteboard courtesy of Mark.Pilgrim. Used under Creative Commons]

Note-Taking -- How do You do it?

How do you capture information? Are you a note taker? Do you draw pictures? What's your preferred way to ensure that you have captured the right take-aways from a meeting? I used to to work with someone who outlined every meeting. We could be having a 1:1, and his notes would read:

1. Catch up

1a Weekend conversations

i My weekend

ii Her weekend

1b Kid conversations

i Soccer game

ii Dance lessons

iii Preschool drama

It helped that this person had the most beautiful handwriting I've ever seen. Each of the post-meeting outlines could have been framed for posterity.

I'm not nearly so organized when it comes to meetings. I've learned that I retain information better if I link related thoughts on the page. So my notes tend to have lots of arrows, and small text where I'm expanding on a topic. It's fine for me, since I'm the only one who needs to read the notes, but would make it very difficult to share those notes with anyone else.

I'm always impressed by people who capture information visually. There's something about the way they reflect the meeting that shares the content, but also draws connections that may not have been explicitly stated. When I've participated in a meeting with a professional graphic facilitator, I always feel that the notes/drawing presented at the end of the session represents the best outcome of the meeting. Not only is the content captured, but the way it's depicted it brings a different level of understanding. David Sibbet from The Grove recently posted an interpretation that one of his consultants did of Obama's inauguration speech. It's a very different way to think about the speech, and I really liked it.

So, what are your best tips for capturing information? Sound off in the comments.

Standing Up

I posted before about the amazing leadership panel at Stanford: 6 panelists, all articulate, and each with a specific point of view to share. The combination led to great content, and I took away several good ideas. There was one moment though, that I’ve returned to several times over the last few months. It wasn’t part of the agenda, but I saw it as a significant leadership moment.

The discussion had turned to the American political process, and panelists were being asked their thoughts on whether a leader’s private life should be considered in the election process. In course of the conversation, someone referred to the common phrase “the personal is political”. At this point Kavita Ramdas interrupted. She called attention to that phrase, and said (paraphrasing here) “This phrase has a very specific meaning. It refers to women using the political process as a way to change the rules, and gain control over their rights. As a feminist, I can’t let you use this slogan that way.”

“As a feminist, I can’t let you use the slogan that way.” How often have you heard someone stand up and interrupt a conversation and make a correction based on their beliefs? Especially in the middle of a large group? And to say this not as a request, but as a statement of fact. How would that play in a business setting? “As an HR person, I can’t let you speak about an employee that way.” Or “As a manager, I can’t let you use that language in a meeting. It’s not appropriate.” Or “As a representative of Company X, I can’t allow you to behave this way when you work with my team.” I can count the number of times that’s happened in my work life on one hand.

Why don’t we say something? Is it because the person speaking is a customer, or a senior person, or a key player? Or do we think it’s better to address a behavioral issue behind the scenes rather than in a group setting? Is it fear of confrontation?

It’s hard to be the one who stands-up. So instead we grind our teeth as people swear in the office. Or we put up with the condescending comments in email or in meetings. Or we tolerate the off-color jokes in the hallway… and maybe we turn a blind eye on content that could be seen as harassment. And as a result, we end up with high turnover, or a harassment suit, and wonder how we got there.

Let’s make a pact for this year. Let’s agree to stand up. To call attention to the cases where there are behavior issues, or bad language. Let’s recognize that we have multiple cultures, values, norms and expectations in the workplace, and a flip comment could have significant ramifications. Let’s be open to feedback coming from others in the organization, and take it as an opportunity for improvement. And most importantly, let’s realize that this is part of a learning process. Mistakes will be made, but they are not intentional – and giving actionable, timely feedback is the best way to help someone improve.


[img: danny.hammontree]

Be it Resolved....

I don't do New Year's Resolutions. It's not that I have anything against them, it's just that I don't think of the New Year as the time to set goals. I'm much more likely to be introspective around my birthday, or when the kids go back to school. But seeing that many people think about resolutions, or take stock at this time of year here are a few for consideration:

Resolve to...do your own quarterly review. Write down what you've accomplished, and what you want to accomplish. Update your resume with these accomplishments before you forget them.

Resolve to...share your expertise. You know what you do well - do others? How hard would it be to send an email saying "I just upgraded my laptop and have some ideas to share if you're thinking about the same thing" or "I've got a great relationship with the Sales Ops teams, so if you need help getting customer info let me know."

Resolve to...pass it on. How many emails do you get each day? How often do you pass them to your team? To the broader team? It's a fine line to walk, since you don't want to spam people, but in general, more communication is better than less. I'd rather get the information twice than not at all.

Resolve to...find something in each week that you enjoyed doing. And then do more of that. My daughter's class ends each week with sharing their "sweets and sours". It's a silly thing, but it does make you think about what you got out of the week - maybe you worked like crazy on the presentation, but you really enjoyed getting to work with a new team member. How can you work more with them next week?

Resolve to...learn. What do you want to look into? Learning opportunities come in all shapes and sizes. Once you identify your learning objectives, share them, and you'll see many ways to help you fullfill your need - from in class learning, to mentors to ojt. If you want to learn it, the information is out there.

Resolve to...lead. In the current economy, there are going to be plenty of people who are ducking and covering and being fearful. This is a perfect time to emerge as a leader in your organzation or group. Start the project. Pull the people together. Say "yes". Anyone can be a leader, all it takes is raising your hand.

Cheers to 2009!

What’s Your Lead?

Many of us struggle with the question of how to be heard. How do I get my point across? In meetings with my manager, how do I direct the conversation to the topics I want to cover? I don’t have every answer, but I’ve learned an approach that can change the dynamic of a conversation. Consider this situation:

Manager: Hi, how are you?
You: Fine.
Manager: Great. Let’s talk about x-y-z thing I’m thinking about.

You just missed an opportunity. Your manager gave you an opening, and you didn’t step in. What if instead, you did something like this:

Manager: Hi, how are you?
You: I’m so proud of the team. Talented Apps just was listed as one of the best Talent Management blogs.
Manager: That’s awesome. Who gave the award?
You: It was from Fistful of Talent and the HR Capitalist. Which reminds me, I’ve been meaning to talk to you about x-y-z topic.

Look at that – you are now driving the conversation. Just like a journalist has to come up with a good lead story, you need to think about your headline, and use that as a conversation-starter.

This applies not only in meetings, but hallway conversations, elevator rides, or standing in line at the cafeteria. You may want to think about one headline for the day, and repeat it to everyone. Or you might have multiple headlines depending on who you see: tell the Senior VP about the great customer win, but tell your peer about the mad scramble to pull data to get the win. (Or vice versa – what point are you trying to make?)

It’s a simple change in how you start a conversation, but can go a long way to making your points. Try it for a week. Experiment with it. And tell me if your headlines made an impact.

[Img: from a second story]

You're Right-sized?!

Meg's latest post reminded me that I have some old posts on my personal blog, that might fit better here. So I'm reposting, from June '05.

I’m told all the time that I speak in bullet points. And it’s true. I don’t like to spend a lot of time elaborating, or mincing words. It’s not that I don’t care about people’s feelings, and I’m certainly not taciturn. It’s just that when there’s a point to be made, I don’t see why you don’t just make it and move on. I think a lot of my brevity is a reaction to my time working in HR.

When you think about an HR job, lots of nice words and phrases come to mind. Outsourcing. Rightsizing. Downsizing. HR has many different words for a basic statement: you’re fired. Of course, now Trump has made this the cool phrase, but in general, firing someone is one of the most emotionally charged things you can do in the workplace. Firing comes in 3 forms:

1. The worker isn’t performing. This is the easiest for a manager, and often a relief for the worker. They both know it isn’t working out, and with the right counselling, the break-up is fairly painless.
2. The worker is performing, but there’s a personality issue. This is hard for the worker, less hard for the manager. Usually, the manager has decided that the situation isn’t going to work out, and is ok with the news. For the employee, this firing often comes as a shock.
3. The layoff. This is the most difficult for both sides of the relationship. The manager doesn’t want to deliver the news, but has to because they have to put the company needs first. The employee doesn’t understand why they were the one laid off, and there is often an emotional confrontation.

In each of these cases, it’s easier for the manager and the HR person to rely on rote phrases. The phrases are not as charged as saying “fired”. They also are used in the planning process – while meeting to discuss the issues, HR and the manager get comfortable with rightsizing or downsizing, it feels more humane than "mass firing". So when the discussion with the employee happens, the manager uses the language he is familiar with. The problem is that those phrases mean nothing to the person being let go. They haven’t discussed the issue multiple times with HR, agonized over the decision, and made the call to fire. They are hearing the news for the first time, and don't understand the words being chosen.

One of the worst firing situations I’ve ever been in was layoff round one at the dot-com gig. Steve, the manager I was working with, had never laid anyone off before, and the first meeting went something like this:
[Steve] Bob, as you know we’ve had some financial decisions to make lately. Due to our changes in the revenue model and the goal of raising additional financing, we have decided that this is the time to rightsize the company.
[Bob] Oh…?
[Steve] So, since the new business model doesn’t support having multiple revenue streams coming from the support organization, we’ve decided to restructure your group. I will be refocusing on the development organization and they will pick up a number of new assignments. Gretchen will help you with the transition details. Meanwhile, I want to let you know that you have my full support and I’m more than willing to help you with whatever you need as you go through this time of change.
[Bob]…time of change?
[Gretchen] Bob, you are being laid-off.

Then Bob got it. Then Bob lost it, and we spent the next 60 minutes with Steve reiterating that yes, Bob really was being laid off, and no, there was nothing he could do to change the decision, and yes, he was really sorry, and on and on.

Fortunately after this meeting, Steve was open to some feedback. He realized that he had defaulted to manager-speak because he was nervous and didn’t know what to say. As a result, the employee had been confused, and the interview was much more painful than it had to be. I rescheduled the rest of Steve’s layoff interviews and we did some role-playing. Over the next hour, he fired me about a dozen times. He practiced until he felt confortable delivering the news in a concise, compassionate way, and was prepared for the employee’s emotional responses. We structured the interview so he could see it simply:

• Deliver the news – get to the point, don’t expand.
• Pause, to let it sink in. Let the employee speak next.
• Provide more detail, but keep it focused on the employee. Start directing the conversation away from the firing and into the next steps. Think short sentences, and simple concepts.
• Refer the employee to HR or other resources for the questions that will come up once the shock wears off.

The next exit interview went something like this:
[Steve] Mary, as you know we’ve had to make some tough decisions lately, and I’m sorry to have to tell you that you have been let go.
[Mary] Why?
[Steve] We had to reduce our headcount by 5%, and I made the decision to eliminate your position.
[Mary] But what about the rest of my team?
[Steve] Right now, I’d rather focus on making sure you have the information you need as you leave Old Company. Gretchen is here to talk about your benefits and last paycheck. Then, she’ll take you to our outplacement counsellors to talk about next steps. If you have additional questions, we’ll have a meeting Thursday to discuss them.
[Gretchen] So let’s talk about the content of your letter...

Asking someone to leave is never easy. It takes you back to elementary school when someone said “You’re not my friend anymore.” After running 6 layoffs over the last few years, I can tell you each one is equally painful. But it’s a part of business, just as hiring is. Learning to do it humanely is an important management skill. The key is to get the bad news over with. The longer you draw it out, and the more you try to use euphemisms or management-speak, the harder it is for both sides. So, say it. Don’t confuse it, or hide the facts. Make your point, let them respond and move on. While you won’t feel better at the time, you will later.

What's Your Type?

Why do we feel a need to classify ourselves? Every team building class I've ever taken had started with a Myers-Briggs or a Disc assessment. The intent makes sense. People are wired differently, and as a result, act differently, and the class is focused on how to build a stronger team. But the tools have always seemed flawed to me. Is there a right answer? Meg says she's looking for one. What happens if the result from the test doesn't fit with your personal perception? In what context do you take the assessment? For example, my Myers-Briggs type ends in J when I take the assessment in a work situation, but if I take the test at home, or in a social context, that J always turns to a P. What does that say about me?

My favorite class on types was one I took in the early 90s called Human Dynamics. What worked about this process was that it was a week-long self identification class. We watched videos of people who were of certain dynamics, and thought about which we identified with. We heard speakers talk about how they approached groups, how they thought, where they carried their stress, what challenges they felt when interacting with others, and based on their comments, self-identified our dynamic. In this class, there wasn't so much a focus on the "right" answer, but on what group felt most like you. As a result, each dynamic was perceived as valuable. The learning process was focused on how your dynamic could best interact with people from other dynamics, by asking for what you need to be effective. 10+ years later, I still have the book and materials in my office, and pull them out when I'm having interaction challenges with someone.

In the end, the goal is learning how to interact effectively with the people around you - at work, or in society in general. But please don't put labels on me or on yourself...talk to me about what makes you tick. When are you most energized? What turns you off? How can we work together to be most effective? Whether you're a Driver, INFP, Influencer, Analyst, Physical-Mental, or any other label you choose, you are a valuable human being. Let's find a way to interact that makes us all happy and successful (insert sunshine and rainbows here!).

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Ok, now that I've explained why I don't like these tests, I will say that the PICTURE part of this quiz result is exactly me. Almost all the pictures I've have up at home and at work are of nature, and very colorful. However I think a key part of the description below is wrong. Solitude is good for me to recharge, but I wouldn't say that I'm comforted in subdued settings....have you seen where I work? Take the test for yourself, and let me know how it fits for you. Good for fun, or in 10 years will we be describing ourselves as Daydreamers, Viisioinaries, Humanitarians, etc?

Your result for The Perception Personality Image Test...

NBPC - The Daydreamer

Nature, Background, Big Picture, and Color

You perceive the world with particular attention to nature. You focus on the hidden treasures of life (the background) and how that fits into the larger picture. You are also particularly drawn towards the colors around you. Because of the value you place on nature, you tend to find comfort in more subdued settings and find energy in solitude. You like to ponder ideas and imagine the many possibilities of your life without worrying about the details or specifics. You are in tune with all that is around you and understand your life as part of a larger whole. You are a down-to-earth person who enjoys going with the flow.

Take your own quiz at HelloQuizzy

1...2...3...Eyes on Me.

We were talking technology pet peeves at dinner last night, and the topic turned to using laptops in group meetings. The argument for not having a laptop in a meeting usually goes along the lines of “if it was important enough for me to call a meeting, and to request your participation, then it should be important enough to you to give the meeting your full attention.” That argument certainly makes sense, but it also assumes the content is equally relevant and important to the attendees, and that the meeting is being well-managed.

Rather than placing an outright ban on having computers in the meeting room, I think it’s worth asking a different question: why are they being used?
- Are people multi-tasking?
- Are they reaching out to other people to contribute to the content of the meeting
- Are they preparing for their part of the meeting?
- Are they taking notes?
- Are they looking up stock quotes or the latest entertainment scandal?

I like to use laptops as a proxy to determine how the meeting is going. For example in a recent meeting, we had an hour-long presentation that I didn’t think was resonating with the group. When I looked around the room, 4 people were actively using laptops, 2 had their BlackBerries out, and the meeting organizer was doodling on her notebook. The next speaker had a longer timeframe, but the content was relevant, and presented well. BlackBerries went away, and laptops were closed or pushed forward. People were leaning in and actively contributing.

Do you really need to ban laptops to get people’s attention in a meeting? Arguably a laptop is a compelling distraction device, but laptops aren’t the source of bad meeting behavior – they just make it more visible. A better approach would be set groundrules for good meeting behavior. For example, the leader should double check the attendee list, and make sure people are attending for the right reasons and the right time frame. If someone is only needed for a portion of a meeting, and needs time to prepare a demo, or work on their presentation, why not suggest that they step out, and return when it’s time for their topic? If someone seems distracted in the meeting, why not encourage the presenter, facilitator or leader to draw them in? Ask the distracted person a direct question a few times, and they will realize that they need to put their attention on the meeting rather than email. Yes, it’s more work for the meeting leader, but it also likely means the meeting will be better managed. In a well-managed meeting, with the right attendees and compelling content, I suspect laptops would be used more as tools than distractions.

[Photo credit: Shenghung Lin]

40 hours? Right...

This morning's topic on Radio Times was the 40 hour work-week. The first guest, journalist Laurie Granieri, had a great story about making a conscious choice to "only" work 40 hours/week, and the change in behavior this required of her. She was backed up by Penn Sociology professor Jerry Jacobs commenting on the challenges of limiting oneself to this amount of work. According to Jacobs, 1/3 of professional men, and 15% of professional women work more than 40 hours/week. As a resident of Silicon Valley, I think that estimate is low. But I also don't think Silicon Valley's culture is representative of the US at large. We have a high proportion of professional workers, we have technology enthusiasts who believe in an "always-on" approach to work, and we have a significant commuting population, all of which can push our average up. In either case 40 hours/week is the law, but most professionals I know are paying little to no attention to it.

What I found thought provoking in today's discussion though, was the ideal represented by a 40 hour workweek. It implies balance between work and family. Jacobs commented on concerns that the lack of a 40 hour week impacts family rituals such as evening meals together, or investment in personal activities. Granieri mentioned her Dad's adage that you can't write about the stars twinkling like diamonds if you haven't seen them. I agree that all work and no play makes for a problem, but I don't know that I believe there is a magic value to 40 hours. I know plenty of Little League coaches who work more than 40 hours/week but still make time to coach. I think instead, that we should ask a few questions: If you are working more than 40 hours/week, why? Is it because you want to? Need to? Have to? What impact does this have on your family and social life, and could you be equally successful (as you define success) with more hours free? With less? And importantly, are you happy with the amount of time you commit to work?

Years ago, while working in start-up land, we decided we needed a 12-step process to rein back our working hours. The entire team was working round-the-clock and productivity was lagging. Further, the management team recognized that we weren't in crunch time, and we needed to slow down so there would be energy when we needed to go faster later. Step 1 of our program was to admit that you didn't have to work 7 days/week, and we declared Sundays off. Most of the engineers heaved huge sighs of relief and stopped coming on Sundays. But there was one guy who kept showing up. It turned out that quiet Sundays in the office worked for him: he was engaged, and focused and liked working in the office when the rest of the team was out. He didn't need to slow down as he was happy with the level of work he was doing, and he was meeting his personal commitments by leaving early once a week for a soccer match. In our work environment he found a situation in which even though he worked significantly more 40 hours/week, he was personally and professionally satisfied.

In my case today, I'm striving for balance by reducing my commute time, and flexing hours to support my kids' school activities. Yes, I have concerns about taking time away from the office and at the same time I feel guilty about not spending enough time with the kids. But I've learned that for me, this tension is there because I am choosing between things that matter to me - I want to do both! I can't split these commitments 50/50 because different priorities need focus at different times. What matters is my ability to be present in the moment, and devote my energies to that kid, or that work project. My kids don't know about working 40 hours/week. They know if Mom picks them up after dance, or makes it to the baseball game. Similarly, in our Results Only Work Environment, it doesn't matter if I finish a presentation at 11 am or 11 pm, as long as it meets the deadline for delivery.

40 hours/week isn't a magic recipe for success in a professional environment. It's a rule that was put in place 70 years ago, and at this point I suspect it's outdated for professional workers. In this case, I vote with Elizabeth Swan: Hang the code, and hang the rules. They're more like guidelines anyway.

Why aren’t you in the office?

Much has been made of Best Buy’s move to a Results Only Work Environment (ROWE). It’s certainly a concept that appeals to all. Who wouldn’t want to work when they want, and only be measured by what they are delivering. It solves the challenge of managing child care, brings back a sense of balance, and allows you to pursue what matters to you, even if the timing isn’t convenient. I completely agree with this concept. I don’t think that individuals should be judged based on time spent working. They should be rewarded for what they accomplish.

However, I think that the ROWE concept has gotten convoluted to mean Remote Work Only, which is not the same thing. It is true that I am highly productive when I’m not in the office. But I am also productive in the office, for different reasons. If I’m going to be on the phone all day, I might as well work at home. I’ve got the same technology, and can get the same work done. But a large part of my job involves interacting with people, and in many cases there is no substitute for meeting in person. It’s hard to brainstorm on the phone. It’s also not easy to collaborate when only 1 person can drive the webconference.

Not only that, but working remotely is hard. It requires strong interaction skills to make your presence known. You miss out on the small talk that happens before and after meetings. Or the office drive-by on the way for coffee that brings up 3-4 really important issues. You need to work harder to get to know your team, and establish rapport. You have to leverage multiple types of technology, and invest time to build relationships. And even then, you will still feel differently when you meet your team members in person for the first time.

But my biggest gripe with ROWE turning into Remote Work is the lost opportunity it represents. When people stop coming to the office regularly, the connections between team members change, and so does the level of energy in the office. When coming to the office feels like going to Desolation Island, then no one wants to come in, and we’ve got a self-defeating strategy. Again, I’m not saying that everyone needs to be in the office 8-5 every day. But scheduling team meetings in person, or setting regular meet-ups helps the entire team feel connected, raises the energy, and increases the positive feelings people have about work.

So, while I’m all for ROWE, I’m also for dedicated office time – as it makes sense to you. And if you are always a Remote Worker, I strongly recommend dedicated trips to meet with your team. That isn’t to say you must always travel. But a scheduled trip every quarter, or every month can help reestablish connections and move projects forward – and maybe even help you achieve your results in a more effective way.