I’ve been telecommuting frequently for about a year and a half now. Some weeks I’ll do only one or two days at home, and the rest at the office. Other times, I’ll spend very few days in the office. There’s no fixed schedule and it depends on things like meetings and events. For the most part, it’s an arrangement that has worked extremely well.

My commute is roughly 50 kilometres – a little more than 30 miles – which is, looking at averages, not out-of-line with a lot of other people who do drive in to work every day. If I got into the habit of slogging through it every day I’d probably adjust and get used to it. It would just become part of my life. Like so many others, I’d spend two hours of my life on the highway every day.

But I made a promise to myself that I would never do that. If I was in another field – something that required the use of specialized equipment or demanded person-to-person interaction every day – maybe I would do it. But my job generally involves little more than me in front of a computer answering email, writing documents and creating concepts.

I challenge anyone to logically explain why that kind of work – the kind of work that millions upon millions of people do every day – would ever require people to drive to some arbitrary building every day.

So I won’t do it.¹

Telecommuting, like any other mode of working, presents its own unique set of challenges. Over the past 18 months I’ve developed a pretty good groove, but there were definitely obstacles to overcome. As a service to all those who telecommute, manager telecommuters or who are considering giving it a try, here’s a quick list of five things I’ve observed while working at home.

1. People will think you’re ‘cheating’

It doesn’t matter how productive you feel you’re being at home, there will inevitably be people in your workplace who think you’re somehow ‘cheating’ by working-at-home. Often they’ll make subtly snide comments, insinuating that you’re not working, that you’re sleeping in, watching TV or getting household chores done. The under-the-skin message seems to be that if you were REALLY committed to work, you’d be AT work.

Combatting this is hard. When I started, I used to be so aware of this kind of attitude that I’d specifically send emails to people before the start of work hours (so people knew I was awake) and would literally dive to make sure I answered my phone on the first ring. The goal was to let no one think I was doing anything BUT working.

2. You’ll work longer hours than you would otherwise

In an office, the people around you kind of set the tone for your day. If they’re working, you’re working. If they’re by the water cooler chatting, then maybe you’ll join them. When lunch comes, you eat because everyone else is eating. When people start to pack up for the day, so do you. It’s very much a herd mentality, and it’s effective in setting an underlying schedule to your work day.

At home, there’s nobody but you. Instead of having a quick chat with your co-workers first thing, you’re diving right into email and projects. And why would you stop for an hour at lunch? Might as well keep going as you’re eating your sandwich. There’s nothing to break up the day.

My biggest bad habit lately is pushing certain items into the evening. I’ve started setting aside 11 p.m. to midnight as a ‘work hour’ and using it to do things. Often I like this strategy – no one’s emailing or calling during that hour, so I can focus and complete work faster than I would otherwise. The downside is when I end up accidentally working to 1 a.m. and then need to get up the next morning.

3. People will get jealous

This one is hard, especially if your workplace doesn’t have any kind of ‘telecommuting policy’² – inevitably co-workers will start to quietly resent that they’re in the office every day and you’re not. They’ll start wondering why they can’t work at home too.

Of course, there are lots of reasons why someone wouldn’t be able to work at home. Maybe they’re a receptionist. Maybe they’re a teachers. Maybe they’re a firefighter. These are not long-distance jobs. Maybe their manager hasn’t developed enough trust with that employee yet. Maybe the manager just flat out DOESN’T trust that employee because they’re irresponsible. Maybe the manager is an old-school jerk who defines ‘management’ as walking around catching glimpses of employee computer screens. Maybe the employee just hasn’t asked yet.

Whatever the case, it’s not your fault. Don’t dwell on this one.

4. It helps to be a computer nerd.

If you’re considering telecommuting, it’s important that you don’t become the telecommuter that everyone hates. The one that’s always calling in every 20 minutes asking if someone can email them a file they need to work on. Or that you’ve forgotten your VPN password again. Or that your laptop is just sooo slow. Or that your Bonzi Buddy isn’t dancing as well as he used to.

Cardinal rule of telecommuting: your doing it cannot create MORE work for people in the office. You need to make it effortless for all your co-workers, which means knowing how to troubleshoot your own networking problems, shelling out for a faster home internet connection if you need to and making damn sure you have access to the files you need to get your work done. Being a tech nerd is absolutely an asset.

5. You’ll feel left out sometimes

Even though I’m a bit of an abolitionist when it comes to the traditional office, I can’t deny that offices – when they’re staffed with good people who like each other (and isn’t that always the dream?) – can lead to great camaraderie. Even friendship. And no matter what kind of allowances you try to make for yourself as a telecommuter, the very act of removing yourself from the office on some days is alienating. Suddenly you’re not there for the hilarious thing that happened at lunch yesterday. Or for so-and-so’s birthday cake. You miss out on the moments, both large and small. And that kind of sucks.

So, is telecommuting worth it?

Is it worth it? Again, that depends on the kind of person you are, and the kind of office you work at. For me, it was worth it – without this arrangement I’m not sure I’d have stuck with the job as long as I have. And I’ve definitely learned how to mitigate the negatives and focus on the positive: the stuff that makes the work I do fun.

The take-away? Don’t be knee-jerk about telecommuting. Just because one person can’t do it doesn’t mean everyone can’t. As we move forward into this crazy new generation of mine, recession-addled as we are at the moment, the managers who success will be the ones who stop obsessing about the modes of work and instead direct their energies toward quality outcomes delivered on time.

Photo by langui. Licensed under Creative Commons

1. It was a lot easier to make sweeping, declarative statements like this when the job market was better and unemployment wasn’t at 1-in-10 people, but screw it – we must not sacrifice career principles just because the stock market is slumping hard.
2. And I’m not sure your workplace should have a telecommuting policy. Every person is unique and has a different work style – stop pretending otherwise.

A simple thought for this week: if you’re a young worker coming into an organization with policies — whether they involve start time, sick days, internet use, music playing, dress code, whatever — that you don’t agree with, don’t just demand that exceptions be made for you because that’s the way you like to work. Instead, start by doing work, and doing it incredibly well. Show off those abilities that make Gen Y a force to be reckoned with. Make yourself uniquely valuable. The best way to get exceptions to longstanding policies to be exceptional.

Because employers are wary and only getting warier. John Barwis of the Holland Sentinel in Michigan in a in a familiar-sounding column called “Generation Y meets real life” writes:

Our Generation Y professionals regularly met in groups to share and track each other’s salary and performance-bonus information. Many expressed the feeling that everyone should receive the same bonus, and that it was impossible or even unethical to differentiate performance. Where did they learn to expect reward for effort rather than results?

I believe as much as the most militant member of Generation Y that old work paradigms need to die off to accommodate this new generation at work, but when you get away from that macro level and down to the micro level, it does become all about results.

Does this require sacrifice on the part of young workers? Sure. In some organizations, it could require many years of sacrifice. (And in some organizations, due to institutionalized bureaucracy and lame duck management, differentiating yourself could prove impossible — or dangerous. But let’s not go there now.) But, in the grand scheme of things, it doesn’t need to be that difficult.

Even with the economic downturn, employers across the globe are hurting and will continue to hurt in their search for qualified people. That initial period right after you get your foot in the door is CRITICAL, because if your boss or manager starts to see you as expressly and keenly qualified for your job (and, hey, it doesn’t hurt to make it clear that you’re qualified for OTHER, more important jobs within the organization, too) suddenly you’ve made yourself very valuable. You’ve become a rare commodity: a talented knowledge worker in an era where fewer exist.

Don’t screw it up. Remember that, until you define yourself in your organization, there’s very little difference between you and the five candidates they interviewed but DIDN’T hire. So don’t go in and start making even reasonable demands in week one. Because while you know your skill level and know that you, say, can get just as much work done listening to your iPod or working four ten-hour days as opposed to five eight-hour days, your boss doesn’t.

Start slow. Remember the order of operations. Prove to your employer that he or she doesn’t want to lose you, then start defining (with your employer) the work environment you’d like to have to ensure a positive, long-lasting employment. In short: be exceptional, then start asking for exceptions.

Photo by Wayne’s World 7. Licensed under Creative Commons

I thought these stats were interesting:

Last year, researchers from Penn State analyzed 46 studies of telecommuting conducted over two decades and covering almost 13,000 employees. Their sweeping inquiry concluded that working from home has “favorable effects on perceived autonomy, work-family conflict, job satisfaction, performance, turnover intent, and stress.”

The article also notes that managers are taking notice, or at least they’re SAYING that they are:

Earlier this year, an IDC report from Asia found that 81 percent of managers believe telecommuting improves productivity, up from 61 percent in 2005.

Interesting stuff. Read the whole thing. Maybe we ARE looking at a turning of the tides on this issue.

The Nova Scotia government is looking at switching to a four-day work week in a bid to conserve energy.

Energy Minister Richard Hurlburt said Thursday the idea came up during a brainstorming session at Conserve Nova Scotia, a government agency that encourages people to use energy more efficiently.

Of all the reasons to consider a four day work week, I think energy savings is probably the weakest — especially in a more rural province like Nova Scotia, where people will likely spend their extra day off driving around.

But I do think the four-day work week is a great idea for a lot of industries. Working four 10-hour days as opposed to five eight-hour days means more ‘core time’ and less time winding up and winding down. Plus, three days gives people the chance to actually get away on the weekend and come back feeling refreshed.

I know it’s something 37signals has done to great success. I’d be interested to hear about other examples.

Despite the ability for many people in my industry (and other industries) to work from home everyday if they wanted to, they don’t.

Why?

Because nothing beats a face to face conversation.

I think it’s dangerous to conflate ‘working at home’ to ‘never leaving your house for work-related reasons’. The Generation Y-fueled change is not necessarily a shift towards impersonal business, but rather toward increased fluidity between work and life. Depending on the industry, your office can be a kitchen table, a coffee shop, a hotel lobby or a rented meeting space. Or, when it works, a virtualized online space.

It’s about being flexible and being open to new ways of work. Because, really, is there any real logic to the belief that work needs to be done collectively at a physical location with a water cooler and fluorescent lighting?

The comment:

Bluntly put, nobody gets a free pass on anything, until they can prove to me that they can deliver results that positively affect my goals and bottom line.

In other words, show me you why deserve these exceptions from what everyone else has to adhere to, and then we’ll talk. And it’s still not guaranteed you’re going to get any of them.

I think this is a dangerous attitude that’s been cropping up a lot as this Generation Y hysteria works its way through businesses. It’s almost as if there are three stages of reaction to Generation Y in the workplace.

It tends to go:

1. Shock & Outrage – “When I was your age, I was damn lucky to get the job I had! I worked sixty hours a week breaking chunks of coal with nothing but my forehead. And at the end of the week, when my boss came by, I said THANK YOU.”
2. Dismissal – “Ha ha, whatever you say, kid. You just wait until you get a little older and see what’s out there in the REAL WORLD. Then you’ll be singing a different tune!”
3. Begrudging Acceptance – “Okay, sure, whatever. If you want to be a lazy jerk unlike EVERYONE ELSE IN THE HISTORY OF WORK than I GUESS you can have some slack. Provided you prove yourself to be a model employee under our current structure first. I’ll do you a FAVOUR.”

I think getting to stage three is enough for a lot of Gen Ys. Even though it comes with some passive aggression, at least your boss or manager is giving you the freedom you need. And, sure, it kind of sucked to have to slog through energy- and morale-sapping months to “prove yourself” but, if you’re creative and talented, you got through it. And then you were able to develop a situation that gave you at least some of the work-life balance and structure you were looking for in the first place.

But this isn’t how it should be.

Generation Y is not asking for special treatment. We’re not asking that you give us freedoms that other employees don’t have. Absolutely, things need to be broken down based on the type of responsibility of each job — if you’ve been hired to answer phones or paint cars, you probably can’t work from home — but that doesn’t mean things can’t be flexible, equitable and universal. Everyone who works for you should be afforded the same arrangement, within reason.

Quite frankly, this is the only way it can work. If you start letting your 23-year-old employee go home early because that’s the way he works best, your 10-year-veteran sales person who likes to stay a half hour after work hours just to show the bosses how dedicated he is (this is absolutely GROSS behaviour, by the way) is probably going to get upset.

Which tends to be where it gets complicated.

Look, I’d never argue that management is simple. With multiple generations in the workplace, it’s only going to get more complicated. But going the easy route, where you set blanket policies and only give flexibility when your younger employees demand it, is not a viable solution. To truly make the intergenerational office work, Generation Y needs to accelerate change for EVERYONE in the office, not just themselves.

Photo ‘Office Hours’ by shawnblog. Licensed under Creative Commons

ROWE stands for Results-Only Work Environment. In a ROWE, each person is free to do whatever they want, whenever they want, as long as the work gets done. Currently, there are two authentic ROWEs—Fortune 100 retailer Best Buy Co, Inc. and J. A. Counter & Associates, a small brokerage firm in New Richmond, WI. At both organizations, the old rules that govern a traditional work environment—core hours, “face time,” pointless meetings, etc.—have been replaced by one rule: focus only on results.

Read both part one and part two. I really think this ROWE has a lot to do with the future of work, especially as more Gen Ys take up careers.

I can think of dozens of industries that either don’t require workers to physically appear at all, or could easily get by with telecommuting at least part-time, or split shifting — have employees choose their eight- or nine-hour workday, and come in then. 

I’ve spent a lot of time looking at the idea of telecommuting or working from home as a strategy to keep your employees happy, but the environmental side is hugely important and relevant too. People look at congestion taxes like they have in London (and which I am in favour of, for the record) as a ‘green’ solution, but they’re only truly green if they’re getting people out of their cars, full stop. As long as businesses and organizations — and, to be fair, I’m only referring to certain industries here, where face-to-face interaction is not continuously required — require their employees to come in every day at set, specific, already-congested hours, there are always going to be people who will drive.

We desperately need to ask tough questions, and it starts with employers asking themselves why their employees need to be at work each and every day.

Sarah, again:

Again, I think trying to get people off the road is great. It’s good for the environment, it’s good for the remaining drivers’ stress levels — it’s a good idea. But as long as people still have to take their asses into a place of business, it isn’t going to have the dramatic effects the government probably expects.

The Environmental Impact

Philly.com has some numbers:

In “The Green Book,” authors Elizabeth Rogers and Thomas Kostigen found that workers commute an average of 10,000 miles per year and consume 67 billion gallons of gas.  Telecommuting reduces vehicle miles traveled per year by more than 35 billion and saves almost 2 billion gallons of gas.

There is, of course, the argument that working-at-home is a zero-sum game, because energy is still used, just at home instead of at the office. And, unless you’re in a really specific probably creative industry, you still need to have the office, staffed and with lights & computers on. So, in effect, the world is having to power two workplaces (your home and the office) where it used to only have to power one.

This ignores technological advances, though. If the last ten years are any indication, we’re likely to see great strides in the efficiency of office technology — things like lights, computer monitors, printers, etc — while the car will still probably stick around as is. Sure, some people will drive hybrids, but the internal combustion engine is just not going to go away. 

It’s far easier, and far cheaper, to make your home office energy efficient than it it is to really ‘green’ your commute.

Photo by _e.t. Licensed under Creative Commons

There’s no choice about how or when you’re expected produce, or under what circumstances. Here is your computer, here is your workstation, you have the tools, the florescent lights are turned on, why don’t you go ahead and get to work, thanks, bye.

I’m beginning to think that when you boil things down to their core, the modern day ‘knowledge worker’ has two functions: creation and collaboration. And for the latter, the office environment can be important. I love online collaboration environments as much as the next person, but there’s always something to be said for the face-to-face meeting, where ideas fly over the boardroom table. It’s a proven method, and will always be enough to justify traditional office space.

But the creative element is a whole different matter. For that we are uniquely individual in our needs and practices.

Unfortunately, most people can’t simply step into The [creative] Zone. In the very same way you’d want to find the right time and place to read a book, creative types need to setup the specific conditions they need to enter The Zone. For some people, this might mean listening to a certain kind of music. It might be fueled by caffeine and a dark room late at night. Some people work best in the silence of the early morning. It all depends on the person.

One of the major symptoms of the shift to the information age is that more and more of your employees are doing work that requires creativity. Stuff like answering phones, filling out forms, data entry, tech support, purchase order accounting and so on, is either less important or has been outsourced to another organization halfway around the world. In smaller businesses, especially, it’s important to understand that everyone can be (and should be) a creative worker, but it will only happen if you give them the flexibility, freedom and motivation to find their ‘creative zone’ in relation to the work you’ve asked them to do. And if that zone happens to be outside the wall of your office then, well, who cares?

And definitely don’t do this:

Of course it makes sense why corporations work this way, but that doesn’t mean that this is the right setting for creative people. The corporate world rewards based on perceived productivity rather than accomplishment. People who arrive at work at 8am, take a 30 minute lunch break (at their desk), and leave at 6pm are usually congratulated regardless of their real accomplishments, while those who struggle with corporate schedules but produce brilliant work (delivered on time) are often penalized.

The hour is an irrelevant metric in most work. Smash the clock.

1. Benamin, with John Gruber also regularly appears on the excellent podcast The Talk Show

37signals’ changes are below, accompanied by some comments from me.

Shorter Work Weeks

So recently we’ve instituted a four-day work week as standard. We take Fridays off. We’re around for emergencies, and we still do customer service/support on Fridays, but other than that work is not required on Fridays.

Three-day weekends mean people come back extra refreshed on Monday. Three-day weekends mean people come back happier on Monday. Three-day weekends mean people actually work harder and more efficiently during the four-day work week.

I will continue to hammer on this issue until more people start listening.

I’m a big proponent of ignoring tradition in favour of simple reasoning. People need to constantly question the things they do habitually, with an eye toward this question: why am I doing this? If the answer is “because that’s the way it is” or, worse, “because everyone else is” then something is fundamentally broken.

I’d very much argue that the 9-to-5, Monday to Friday work week is fundamentally broken.

Funding people’s passions

We decided that 37signals would help people pay for their passions, interests, or other curiosities. We want our people to experience new things, discover new hobbies, and generally be interesting people.

[...]

Part of the deal is that if 37signals helps you pay, you have to share what you’ve learned with everyone.

This is one of those things that seems to offer such an obvious, explosive benefit but, in my estimation, it’s something that is rarely, if ever, considered, especially at the “enterprise” (a word that doesn’t mean anything) level. I think the reason this is overlooked is because it requires a shift in thinking about your employees.

An employer who just regards his office as a collection of positions that need to be filled so work can be accomplished will never even consider a move like this. A more brazen man might call these ‘doomed employers’. What makes 37signals such a leader in this sphere is that they see their office as a collection of people — creative, motivated and talented — who generate ideas and products.

Thinking that way, it makes all kinds of sense for an employer to fund programs, courses, etc. that undoubtedly spark creative thinking. Asking them to share it back with the group is just the icing on the cake.

Discretionary spending accounts

We’re in the process of giving everyone at 37signals a credit card. If you want a book or some software or you want to go to a conference, it’s on us. We just ask people to be reasonable with their spending.

Of all of these, this is the one that I can see as problematic for larger employers. But then, maybe the optimal model for a larger employer is to break their employees up into small teams, a la 37signals? In either case, combatting the “but what about abuse?” argument is simple: if you can’t reasonably trust your established employees not to go crazy with a company credit card, why are you trusting them at all?

And if you’re not trusting them at all, what the hell they are doing all day?

And so

Simple changes make all the difference in these cases. An employer who implements these changes has instantly established three core values that are important to Generation Y: flexibility, growth and trust. (More on those in this post.)

If you’re an employer or manager and you’re shaking your head while reading this, then, sure, maybe these specific changes aren’t for your workplace. Regardless of that, however, the core values behind these changes need to be apparent in your office. Otherwise you’re sunk.

Photo by Larsz. Licensed under Creative Commons