CHAPTER 1
Why Are Individuals Going Remote? Workplace Flexibility

Most of this book tells you how you can make a success of working remotely, whether you’re a team member, a team leader, or flying solo. But before we get into that, some—especially managers—might wonder how it’s possible to get valuable work out of unsupervised employees. The answer to that question has multiple aspects, the most significant of which hinges on why workers seek remote employment options in the first place. We’ll return to both questions later in this chapter. But to best understand the full picture, let’s take a look at what kinds of people work remotely.

Some Terminology on Remote Working

Individuals who work remotely can be full-time telecommuting employees, contract freelancers—even digital nomads. [Note that all terms identified by bold italics are included in the glossary.] They typically fall into one of three “employee” types: telecommuter, self-employed, and business owner.

A telecommuter is someone who works remotely (usually from home), either full time or part time, on a fixed team for one company. According to research firm Global Workplace Analytics, a typical telecommuter in the United States is forty-five or older, college educated, and works as a salaried, non-union employee in a professional or even management role. He or she earns about $58,000 a year and most likely works for a company with more than one hundred employees. (In addition, 75 percent of employees who work from home earn more than $65,000 per year, which puts them in the upper eightieth percentile of all employees, home or office-based.)2

Many remote workers are self-employed freelancers. They run mainly service-based businesses and usually work with more than one remote client, whether simultaneously or consecutively. (As noted in the sidebar to follow, Upwork and Freelancers Union define freelancers as “individuals who have engaged in supplemental, temporary, or project- or contract-based work within the past twelve months.”3)

Some self-employed freelancers are also small business owners, whether solopreneurs or entrepreneurs (with a few remote employees or contractors).

Any of the above could also be a digital nomad : those who use portable technology to maintain a nomadic lifestyle.

Though working on-site is still the norm in certain sectors, not all telecommuters are seen as an anomaly in their department. Indeed, some companies have turned the concept of “normal” employee on its head, and have teams partially—or even entirely—made up of remote workers.

Remote teams are groups of people who work together on a project: sometimes for the same company, sometimes as a group of freelancers, and sometimes as a combination of both. They typically fall into one of the four following categories, often determined more by location than by function. In some teams several members work together in the same location (“colocated”), while others work remotely; this is what’s meant by the term “partly distributed.” In some teams everyone works remotely, regardless of location; this is also known as being “fully distributed.” Expanding to the company level, some companies are made up of several teams in different locations. And, of course, there are global organizations with offices in different locations. To follow are some examples.

IN PARTLY DISTRIBUTED COMPANIES, SOME WORKERS ARE CO-LOCATED, AND SOME ARE REMOTE. Targetprocess is a company of about eighty people. The majority of the team—90 percent—works together at the company headquarters in Minsk, Belarus; the remaining 10 percent is spread across the world. For Suitable Technologies it’s more of a 40/60 split: roughly 40 percent of its staff commutes to the headquarters in Palo Alto, California, while the other 60 percent beams in to drivable robots.

IN FULLY DISTRIBUTED COMPANIES, ALL WORKERS ARE REMOTE. Happy Melly is a global professional happiness association that provides access to resources promoting job satisfaction and professional development. The members of its remote team—myself included—work from Belgium, Canada, Finland, India, the Netherlands, Russia, Slovenia, Spain, South Sudan, and the United Kingdom.

StarterSquad develops software for start-ups, all care of their international team of highly skilled developers, designers, and “growth hackers.” Their team has an interesting “How did you get together?” story. A client with a software development project hired various freelancers using the online working site Upwork (formerly Elance). Though they didn’t know each other before the project started, over time the team clicked—so well that, when the client unexpectedly ran out of money, the team members weren’t ready to part ways. They’ve operated as a self-organized team of entrepreneurs ever since.

SOME COMPANIES WORK WITH SEVERAL TEAMS IN DIFFERENT LOCATIONS. Before starting his own company, Ralph van Roosmalen worked at an office in the Dutch city of  ’s-Hertogenbosch, where he managed three teams based in three countries: the Netherlands, Romania, and the United States. The partners at Radical Inclusion also live and work from three different countries: Belgium, Brazil, and Germany.

The Face of Remote Working

What about the individuals working in these capacities and configurations—what kind of people seek work outside the traditional office setting? A wide range, actually. Since working remotely usually requires some sort of technology, one might imagine such workers are mostly members of the millennial/ Gen Y generation or younger (namely those born after 1985). Globally this is likely true; according to the 2018 Payoneer Freelancer Income Survey, more than 50 percent of respondents—21,000 people in 170 countries—are under age thirty.5 But in the United States the average skews higher. According to 2017 State of Telecommuting in the U.S. Employee Workforce report, half of telecommuters are forty-five or older.6

In August 2017, the online employment resource FlexJobs, which specializes in professional flexible employment, published the results of its annual survey of those in the United States seeking flexible employment—5,500 respondents. Baby Boomers and “Gen-Xers” (together, those born between 1945 and 1984) comprise nearly three-quarters—72 percent. And the survey pool self-identified as a diverse group of working parents and entrepreneurs, students and retirees—the vast majority of whom (81 percent) sought to telecommute for their entire workweeks.7 (See the sidebar to follow.)

Such a diverse group has numerous reasons for preferring to work remotely. For many it’s about schedule—specifically, the ability to maximize the time spent with their families. Indeed, a separate 2017 FlexJobs survey found that parents rank work flexibility (84 percent) ahead of even salary (75 percent).9

For some, the answer concerns their SITUATION, such as stay-at-home parents or adults caring for their parents, and military spouses—who appreciate not having the family’s next deployment disrupt their own employment. Retirees are also keen remote workers. Entrepreneur, speaker, and author Leslie Truex notes that “a lot of people are looking at how they can supplement their retirement. Or they are already retired or want to retire sooner—and know they need an income to do that.”10 Writer and career development expert Brie Reynolds agrees, sharing: “Both my parents are in retirement now. They want to stay active, but they don’t want to commute every day—and they don’t want all the office politics. What they do want is to apply the knowledge and the skills they’ve learned across their lifetimes to something meaningful in retirement.”11

But one of the biggest reasons remote working is on the rise derives from sheer opportunity. With the proliferation of online work websites (like Freelancer.com, SimplyHired, and Upwork), there are ever more opportunities for contract work. The survey “Freelancing in America: 2017” notes that “71 percent of freelancers say the percentage of work they have obtained online has increased over the past year,” and that 77 percent of those “who have found work online” start projects “within a week.” Indeed, at the “current growth rate, the majority of the U.S. workforce will be freelancers by 2027.”12 As for the income from that work, in early 2018 annual freelancer earnings on Upwork.com reached the $1.5 billion mark.13

An additional factor within sheer opportunity is how working remotely allows an employee to test out a new position before relocating. As financial services executive Jeremy Stanton puts it: “There’s a lot of risk taking a job, especially when you have to uproot your family and move. What if you get six months in and it doesn’t work out? That’s an awful conversation to have with your spouse. If you start remotely, there’s more room to ramp up into the company, and everybody gets a chance to see if it works out.”14

And many seek remote employment in the face of insufficient in-office opportunities. Leslie Truex reports: “Though some people are scared to become freelancers because they want the salary and benefits they’re used to, we’re seeing that more and more employers are cutting benefits, even if they aren’t going out of business. The idea that the in-house job is the safe route isn’t necessarily true anymore.”15 In other words, many freelancers feel they have more stability working for themselves—because they don’t rely on one company for their income. I faced this scenario myself. One company I worked for went out of business overnight because their one and only investor was involved in a scandal. I was at my next job for two years until the company was sold, leaving me unemployed again. That inspired me to stop looking for “regular jobs” and instead take things into my own hands; essentially, I switched to full-time freelancing for job security.

An additional, widely shared reason for preferring the remote option concerns COMMUTING. For some, it isn’t so much that they don’t want to work on-site—it’s the getting there that’s the problem. As SourceSeek cofounder Dave Hecker puts it, “The world is changing. A lot of people don’t want to come to the office anymore.”16 Among my own interviewees, the number-one reason people want to work remotely is to end the dreaded commute. Around the world, commuting times vary, from a few minutes to a few hours per day. According to the 2016 “PGi Global Telework” Survey, the majority of surveyed “non-teleworkers” commuted thirty to sixty minutes round-trip per day; the figure exceeds an hour for one-third of those in the Asia Pacific region.17 Every minute we commute is a minute we aren’t working or doing something we love—or being with someone we love. On top of that, the journey itself is often stressful, rife with traffic jams, crowded buses and trains, delays, smells, and noise. The world over, a large number of workers feel a bad commute can ruin a great job.

Another factor about commuting concerns expense, both of the commute itself as well as the cost of living within a decent commuting distance from work. Several of the people I interviewed appreciated being able to enjoy a metropolitan income while also residing in a region with a low cost of living.

PRODUCTIVITY

As for the time when people are working on-site: while some benefit from the nose-to-the-grindstone atmosphere of an office, a significant majority find they’re least productive in that setting. Why? Many find it too distracting. Meetings, side conversations, noise, celebrations … all these and more get in the way of productivity. Citing several years of FlexJobs survey data, career development expert Brie Reynolds relates how people want to work remotely “to get away from office distractions. They don’t want the office politics and the quick pop-ins to their cubicles. They want to be able to focus and actually get work done.”18

Entrepreneur and author Leslie Truex agrees: “The reality is we’ve all been in a workplace where our colleagues are present but they’re not getting things done. Lots of studies show that productivity among telecommuters is actually high. They get a lot done in less time.” 20 For example, in 2017 Forbes reported that, “according to the ‘State of Work’ productivity report, 65 percent of full-time employees think a remote work schedule would increase productivity. This is backed up by more than two-thirds of managers reporting an increase in overall productivity from their remote employees.”21

In 2014, Harvard Business Review interviewed the authors of a half-remote, half-in-house productivity study at a call center of the Chinese travel website Ctrip. The study found that “people working from home completed 13.5 percent more calls than the staff in the office did—meaning that Ctrip got almost an extra workday a week out of them.” As Nicholas Bloom, a professor of economics at Stanford University, reported: “One-third of the productivity increase, we think, was due to having a quieter environment, which makes it easier to process calls. At home people don’t experience what we call the ‘cake in the break room’ effect. Offices are actually incredibly distracting places. The other two-thirds can be attributed to the fact that the people at home worked more hours. They started earlier, took shorter breaks, and worked until the end of the day. They had no commute. They didn’t run errands at lunch. Sick days for employees working from home plummeted.”22

Even the technology giant Best Buy “reported in 2006 that productivity had on average increased 35 percent in departments that shifted to working from wherever they wanted, whenever they wanted.” And though Best Buy famously ended that option, it was apparently because “working together, in person, has a different set of benefits.”23 (This point gets revisited in the FAQ section in the Part I EXTRAS.)

Given that the working world of today has in many cases outgrown its former cookie-cutter mold, there is no longer a singular approach to working. And for many workers, in many industries, the most productive workspace is not the office.

My first aha! moment was when I was on a holiday and had to do some work. And I noticed that the work was some of the best I had ever done, and I had done it faster than when I was in my office. That’s when I realized that by changing where I worked, I could improve what I did.

—TEO HÄRÉN, creativity expert, interesting.org25

Everything is in the cloud. I’m as effective from home or when I’m traveling abroad as I would be if I was in the office.

—NICK TIMMONS, director of sales, Personify Inc.26

Without question I’m more productive when working at home— at least when it comes to tasks that require almost no collaboration. Focus is best achieved when I’m isolated, and at work I’m constantly interrupted. Often for work-related stuff, which is fine, but I’m also drawn into conversations about non-work-related topics.

—ABRAHAM HEWARD, senior engineer at Carvana27

The plain fact is that different people thrive in different environments, and we appreciate being free to choose a location and setup that works for us. But this concept of choice extends beyond just one work environment: quite a few of my interviewees opt for a different workspace depending on the task at hand.

Where I work depends on the job I’m doing. If the job requires thinking and designing and needs concentration, I like coffee shops. I concentrate best when there are a lot of people around me. When the job is routine and I just need to check something, I stay home.

—YEGOR BUGAYENKO, CEO, Zerocracy.com28

A hybrid model is my preferred situation, because efficient pair programming and training happens when I am colocated, but focus is best achieved when I’m isolated.

—ABRAHAM HEWARD, senior engineer at Carvana29

Personally, I don’t define an office. I look for the office I need to solve my task. I find it very boring to do invoicing, so I want to do it at a very beautiful place. I save invoices for two or three months, and then go to the ocean and sit at a café, and do that boring stuff at an inspiring place. My twin brother hates invoicing as well, but he solves it in another way. He likes to sit in a room with no windows to make things so boring that he works as quickly as he can.

—TEO HÄRÉN, creativity expert, interesting.org30

There’s a psychological aspect to this too. It’s undeniable that the freedom to choose one’s workspace is a boon for the worker—and a boost to the worker’s mood. But note that that opportunity, that autonomy, translates back to benefit the employer as well as the worker. Employees who have a positive association with their work and work environment can’t help but produce better work. As Troy Gardner, CTO of Cloud9 Brewing Systems, puts it: “I love not being in a 72-degree, noisy, fluorescent-lit room. . . . I love my sit-stand desk, my comfy chair, and my gazillion monitors.”31 (We’ll return to this point later on.)

Of course, some endeavors require participation on-site. Workers don’t begrudge that; they simply appreciate some flexibility regarding other aspects of their responsibilities. For example, when employees of the headquarters of Gap Inc. were given the option of choosing their work hours, many still came into work—they just chose to commute during off-peak times, reducing their commute time by as much as an hour or more each day. And they usually spent that additional time working. Ultimately, the flexible option made them more productive.32

The point bears repeating: we love having options concerning both our schedule and our workspace. And we love getting to choose work that’s meaningful to us—with colleagues who also love their work, who also take pride in the work they do. It was said over and over in my interviews: while salary is important, there came a point when people valued working on interesting projects with people they liked more than they valued their pay package.

I enjoy programming and I like to work with people who share the same passion for writing high-quality code. My work is not just about making money. It’s not just a job, it’s a pleasure for me. Every day I get to work with people who care about the same things I do.

—YEGOR BUGAYENKO, CEO, Zerocracy.com36

In my company, we are working on defending people against all kinds of security threats. It feels good to work on something that makes a difference in some of the not-so-pleasant things of online life.

—MARK KILBY, Agile coach, Sonatype37

There’s a certain wonderful feeling when you are doing something that you are passionate about and making money with it. There’s nothing better than that.

—GERARD BEAULIEU, cofounder, Tornadosedge.com; and founder, Virtual Ice Breakers38

Workplace Flexibility: Results-Oriented vs. Hours-Oriented Work

“There’s a presumption that people are slacking off [when working outside the office]. What we’ve found is that people don’t want to get fired. . . . They know they can’t slack off.”

—ERIC SEVERSON, former co-CHRO, Gap Inc.; Appointee, National Advisory Council on Innovation & Entrepreneurship 39

This chapter began by noting that those of a managerial mind set might wonder how—or even if—it’s possible to get valuable work out of unsupervised employees. The quick answer to “if ” is yes. The larger context of “how” is to be found in the philosophy of results-oriented working.

There’s a quiet, steady revolution taking place in the work arena regarding worker autonomy. For hundreds of years, workers came to a central workplace during set hours. Today, technology has made it possible to produce valuable work at any hour, from any location. This capability could make some managers nervous, thinking that it takes a supervisory eye to keep workers productive. But that concern is an artifact of hours-oriented work: work where, if you put in your time-clocked hours, your work is done.

In 2003, Cali Ressler and Jody Thompson created a workplace strategy that focuses not on hours but on results. They trademarked their creation Results-Only Work Environment, or ROWE. As Ressler and Thompson put it, ROWE is a “management strategy where employees are evaluated on performance, not presence.”40

Web-developer agency 10up Inc. offers:

How do businesses measure productivity of colocated workers? By how busy they appear to be when you walk by? By whether they enter the office at 9:00 AM and leave around 5:00 PM? Any business that effectively measures employee productivity surely isn’t relying on anything having to do with physical location.

In truth, well-managed distributed teams are often far more productive than colocated teams, because, indeed, you’re forced to measure productivity by far more objective metrics than things like “time in the building.”41

This isn’t to say that hourly workers don’t track their time; the difference concerns the company’s expectations of those workers. ROWE-minded organizations often break down larger work into “granular” or very-short-time-frame work phases that employees commit to delivering. By this means, any potential obstacles to the long-term project can be identified and resolved much more quickly.

According to the CultureIQ website, the ROWE “strategy puts the role of working directly into the employees’ hands. They become more empowered at their ability to contribute to the greater good, which builds their passion and willingness to strive for greatness in the workplace. As employees’ performance is ultimately their responsibility, they have more of a drive to get things done well and expediently.”42

Put simply, giving workers the flexibility they want is good for the bottom line. For more on present-day employee preferences, see the following sidebar. In the next chapter, we’ll revisit the issue with additional data identifying how remote-working options ultimately benefit the employer as much as they benefit the employee.

Remote Reminders

  • Advances in technology have made working remotely easier and more affordable than ever before.
  • Remote workers worldwide are a diverse group: young and old, working parents and entrepreneurs, students and retirees. They include full-time telecommuting employees, self-employed freelancers, solopreneurs, and freelance business owners.
  • The top reasons workers wish to telework include schedule, commuting, family situation/caretaking, preferred work environment, increased productivity, increased opportunities, even “trying out” a position or role. Additional people who seek remote work include those wishing to supplement their income, retirees wanting to stay active, military spouses, and the disabled.
  • Many seek the remote option just for the flexibility of not commuting a few days a week.
  • Embracing the remote option calls for shifting from a mind set of hours-oriented working to results-oriented working or ROWE.

NOTES

  1. 1   Pilar Orti, “Humanize Remote Work,” interview by Lisette Sutherland, 3 November 2014, https://collaborationsuperpowers.com/4-humanizing-remote-work-pilar-orti .
  2. 2    GlobalWorkplaceAnalytics.com, “Latest Telecommuting Statistics,” updated June 2017, http://globalworkplaceanalytics.com/telecommuting-statistics. Global Workplace Analytics provides statistics on the work-at-home/telework population in the U.S. based on an analysis of 2005–2015 American Community Survey (U.S. Census Bureau) data.
  3. 3    Upwork and Freelancers Union, “Freelancing in America: 2017,” Results Deck, slide 65, 28 September 2017, https://www.upwork.com/i/freelancing-in-america/2017.
  4. 4    Upwork and Freelancers Union, “Freelancing in America: 2017,” 28 September 2017, https://www.upwork.com/i/freelancing-in-america/2017 .
  5. 5    The Payoneer Freelancer Income Survey 2018, https://explore.payoneer.com/freelancer-income-survey-2018.
  6. 6    2017 State of Telecommuting in the U.S. Employee Workforce, Global Work-place Analytics and FlexJobs, https://flexjobs.com/2017-State-of-Telecommuting-US.
  7. 7    Brie Weiler Reynolds, “Workers Are More Productive at Home: Here Are 25 Companies Hiring for Remote Jobs,” FlexJobs, 21 August 2017, https://www.flexjobs.com/blog/post/productive-working-remotely-top-companies-hiring .
  8. 8   Brie Weiler Reynolds, “Workers Are More Productive at Home.”
  9. 9   Brie Weiler Reynolds, “Working Parents in 2017: What They Want at Work,” FlexJobs, 11 August 2017, https://www.flexjobs.com/blog/post/what-working-parents-want-at-work.
  10. 10 Leslie Truex, “Be a Work-at-Home Success with Leslie Truex,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 20 April 2016, https://www.collaborationsuperpowers.com/91-be-a-work-at-home-success-with-leslie-truex.
  11. 11 Brie Weiler Reynolds, “Communicate Proactively and Build Culture,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 5 August 2015, https://collaborationsuperpowers.com/56-communicate-proactively-and-build-culture-with-brie-reynolds.
  12. 12 Upwork and Freelancers Union, “Freelancing in America: 2017,” Results Deck, slides 38, 39, and 5, 28 September 2017, https://upwork.com/i/freelancing-in-america/2017.
  13. 13 Upwork, “Fortune 500 Enterprises Shift Their Contingent Workforce to Upwork Platform Saving Both Time and Money,” press release, 6 February 2018, https://www.upwork.com/press/2018/02/06/fortune-500-enterprises.
  14. 14 Jeremy Stanton, “Being Deliberate with Onboarding and Culture with Jeremy Stanton,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 17 November 2014, https://collaborationsuperpowers.com/10-being-deliberate-with-onboarding-and-culture-jeremy-stanton.
  15. 15 Leslie Truex, “Be a Work-at-Home Success with Leslie Truex,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 20 April 2016, https://www.collaborationsuperpowers.com/91-be-a-work-at-home-success-with-leslie-truex.
  16. 16 Dave Hecker, “Effectively Managing Remote Teams with Dave Hecker,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 20 April 2016, https://www.collaborationsuperpowers.com/93-manage-expectations-on-distributed-teams-with-dave-hecker.
  17. 17 “2016 Global Telework Survey,” 27 July 2016, https://www.pgi.com/blog/2016/06/2016-global-telework-survey.
  18. 18 Brie Weiler Reynolds, “Communicate Proactively and Build Culture,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 5 August 2015, https://collaborationsuperpowers.com/56-communicate-proactively-and-build-culture-with-brie-reynolds.
  19. 19 Brie Weiler Reynolds, “Workers Are More Productive at Home: Here Are 25 Companies Hiring for Remote Jobs,” FlexJobs, 21 August 2017, https://www.flexjobs.com/blog/post/productive-working-remotely-top-companies-hiring.
  20. 20 Leslie Truex, “Be a Work-at-Home Success with Leslie Truex,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 20 April 2016, https://www.collaborationsuperpowers.com/91-be-a-work-at-home-success-with-leslie-truex.
  21. 21 Andrea Loubier, “Benefits of Telecommuting for the Future of Work,” Forbes, 20 July 2017, https://www.forbes.com/sites/andrealoubier/2017/07/20/benefits-of-telecommuting-for-the-future-of-work/#16e712ec16c6.
  22. 22 Nicholas Bloom, “To Raise Productivity, Let More Employees Work from Home,” Harvard Business Review, January–February 2014, https://hbr.org/2014/01/to-raise-productivity-let-more-employees-work-from-home.
  23. 23 “Remote Work Isn't Working for IBM,” The American Interest, 22 March 2017, https://www.the-american-interest.com/2017/03/22/remote-work-isnt-working-for-ibm.
  24. 24 Dave Nevogt, “Are Remote Workers More Productive? We've Checked All the Research So You Don't Have To,” Hubstaff, 25 July 2016, https://blog.hubstaff.com/remote-workers-more-productive. Hubstaff cites: ConnectSolutions [now CoSo Cloud] Remote Collaborative Worker Survey, “CoSo Cloud Survey Shows Working Remotely Benefits Employers and Employees,” CoSo, 17 Febru-ary 2015, http://www.cosocloud.com/press-release/connectsolutions-survey-shows-working-remotely-benefits-employers-and-employees; Gallup, “State of the Amer-ican Workplace” report, http://news.gallup.com/reports/199961/state-american-workplace-report-2017.aspx; Scott Edinger, “Why Remote Workers Are More (Yes, More) Engaged,” Harvard Business Review, 24 August 2012, https://hbr.org/2012/08/are-you-taking-your-people-for; GlobalWorkplaceAnalytics.com, “Latest Telecommuting Statistics,” based on an analysis of 2005–2015 American Community Survey (U.S. Census Bureau) data, http://globalworkplaceanalytics.com/telecommuting-statistics; Remote.co, “How Do You Measure the Productivity of Remote Workers?,” https://remote.co/qa-leading-remote-companies/how-do-you-measure-productivity-of-remote-workers.
  25. 25 Teo Härén, “Work Where You Are Most Productive,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 16 March 2015, https://www.collaborationsuperpowers.com/29-work-where-you-are-most-productive-with-teo-hren.
  26. 26 Nick Timmons, “Embody Your Team Online with Personify,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 30 March 2015, https://www.collaborationsuperpowers.com/31-embody-your-team-online-with-personify.
  27. 27 Abraham Heward, 9 August 2013 (21:39), comment on Lisette Sutherland, “Is a Hybrid Model an Ideal Scenario for Remote Working?,” LisetteSutherland.com, 9 August 2013, http://www.lisettesutherland.com/2013/08/is-a-hybrid-model-an-ideal-scenario-for-remote-working.
  28. 28 Yegor Bugayenko, “Extreme Results-Oriented Working with Yegor Bugayenko,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 10 November 2014, https://collaborationsuperpowers.com/extreme-results-oriented-working-yegor-bugayenko.
  29. 29 Abraham Heward, 9 August 2013 (21:39), comment on Lisette Sutherland, “Is a Hybrid Model an Ideal Scenario for Remote Working?,” LisetteSutherland.com, 9 August 2013, http://www.lisettesutherland.com/2013/08/is-a-hybrid-model-an-ideal-scenario-for-remote-working.
  30. 30 Teo Härén, “Work Where You Are Most Productive,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 16 March 2015, https://www.collaborationsuperpowers.com/29-work-where-you-are-most-productive-with-teo-hren.
  31. 31 Troy Gardner, 6 March 2014 (07:22), comment on Lisette Sutherland, “Guilty Pleasures of Working from Home,” LisetteSutherland.com, 27 February 2014, http://www.lisettesutherland.com/2014/02/guilty-pleasures-working-from-home.
  32. 32 Eric Severson, “Forget Work-Life Balance—It's All About Work-Life Integration,” interview by Jacob Morgan, The Future of Work Podcast, podcast audio, 18 August 2015, https://thefutureorganization.com/forget-work-life-balance-its-all-about-work-life-integration.
  33. 33 Laura Rooke, “Remote Technical Support,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 1 December 2014, https://www.collaborationsuperpowers.com/14-remote-technical-support-laura-rooke.
  34. 34 Eric Severson, “Forget Work-Life Balance—It's All About Work-Life Integration,” interview by Jacob Morgan, The Future of Work Podcast, podcast audio, 18 August 2015, https://thefutureorganization.com/forget-work-life-balance-its-all-about-work-life-integration.
  35. 35 Stephan Dohrn, “Get Ready for the Future of Work,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 30 November 2015, https://www.collaborationsuperpowers.com/66-what-it-takes-to-be-a-great-virtual-team-leader-with-stephan-dohrn.
  36. 36 Yegor Bugayenko, “Extreme Results-Oriented Working with Yegor Bugayenko,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 10 November 2014, https://collaborationsuperpowers.com/extreme-results-oriented-working-yegor-bugayenko.
  37. 37 Mark Kilby, “Facilitating Distributed Agile Teams,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 12 November 2014, https://www.collaborationsuperpowers.com/9-coaching-distributed-agile-teams-mark-kilby.
  38. 38 Gerard Beaulieu, “Virtual Icebreakers with Gerard Beaulieu,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 24 August 2015, https://www.collaborationsuperpowers.com/52-virtual-icebreakers-with-gerard-beaulieu.
  39. 39 Eric Severson, “Forget Work-Life Balance—It's All About Work-Life Integration,” interview by Jacob Morgan, The Future of Work Podcast, podcast audio, 18 August 2015, https://thefutureorganization.com/forget-work-life-balance-its-all-about-work-life-integration.
  40. 40 Pam Ross, “2014: The Year of Workplace Reinvention,” HuffPost, 4 January 2014, https://www.huffingtonpost.com/pam-ross/workplace-reinvention_b_4541805.html.
  41. 41 Jake Goldman, “10up Inc. Remote Company Q&A,” interview by Remote.co, June 2015, https://remote.co/company/10up-inc.
  42. 42 Jamie Nichol, “Pros and Cons of a Results-Only Work Environment (ROWE),” CultureIQ, https://cultureiq.com/results-only-work-environment-rowe.
  43. 43 Brie Weiler Reynolds, “Workers Are More Productive at Home: Here Are 25 Companies Hiring for Remote Jobs,” FlexJobs, 21 August 2017, https://www.flexjobs.com/blog/post/productive-working-remotely-top-companies-hiring.
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