Millions of information workers have been suddenly forced into working from home, teleworking, because of coronavirus-induced lockdowns. I suspect that a large number of these workers — and their supervisors — have never experienced this before. So, in case you have missed my years of writing about telework as a means of disaster survival, here are some of the basics for surviving those lockdowns.
Supervisors
Foremost, it’s time to rethink the traditional methods of management if you haven’t already done so. Your job is to lead, not to be the work cop. When you think: “How do I know they’re working if I can’t see them?” you’re falling for the tried-and-false management myth: observation of process means knowledge of progress. It doesn’t. Here’s how to do it right.
Continue reading Coronavirus survival and telework basics →
One of the continuing dangers to society in the digital age is that of binary thinking. Things, ideas, events and people are labeled as either true or false, this or that, positive or negative, no in-between. One of the most pervasive such attitudes, other than in politics, has to do with offices. The common assumption is that offices have been the way they are today “forever”, never mind that they are largely industrial revolution artifacts. Millions of workers have “always” been commuting to their offices every day. Now here comes Covid-19 and pervasive lockdowns; suddenly we are facing the prospect of no operational offices at all, at least until Covid-19 has been extinguished or at least suppressed. Then all will be back to “normal,” right?
But that is not the way things will turn out. As I hinted last time we won’t all go back to offices in the Covid-altered future. Here’s why.
Continue reading Covid-19 and the end of offices? →
. . . about telework, energy and the environment
