Adapting To Working From Home

The key to working from home is clear communication with your boss. Your manager might not be used to managing people virtually or may not have a ready-to-go suite of tools for remote workers.

To prevent a breakdown in communication, you need to know exactly what's expected of you from day-to-day. Ask your boss for a 10-minute video call to start and end the day. Reach out to coworkers and managers regularly so that you won't get forgotten.

• Don't lounge around in your pajamas. Treat it like a real job.
• Create a space exclusively for work that is removed from distractions, just like you would at your office desk.
• Create boundaries within your home that your family members understand when you're 'at work.'
• Bookend your day. If you can't enter and leave a physical office that creates more precise boundaries, use psychological transitions like a 20-minute coffee in the morning, then exercise right after work.

Virtual teamwork places greater emphasis on communication and organization.

Over the short-term, newly formed virtual teams experience more negative outcomes, such as team conflict, lower satisfaction, less knowledge sharing, and poorer performance. But, they will adapt and improve over time.

At an individual level, some people will find it easier to adapt than others.

• A study revealed that when people are imaginative and enjoying a new challenge, they are happier to embrace virtual teamwork.
• Extroverted individuals prefer face-to-face work, and virtual work may lessen the energy they get from social interaction.
• Introverts are better at adapting to a virtual environment as it involves less face-to-face interaction.
• Those who like to make quick decisions prefer virtual teams.

Intentionally design for the same interactions that would otherwise happen if people were in the office.

• Culture is what naturally happens when a group of people gets together for any period.
• A great culture happens with intentional design and influence. It's the reason you should make your company's mission, vision, values, operating principles, standards, and agreements visible. 
• Culture is experienced through emotions, including how your employees feel about the company, you, other leaders, and peers. That feeling is developed through human interaction at the water cooler, kitchen, or hallway conversations.

Your people need to feel your presence as a leader as they will have fewer opportunities to see you face to face when they work remotely.

• Regularly show up in a variety of forms that can include weekly video meetings, periodic company-wide emails, or presence in public channels.
• Err on the side of more communication rather than less.

Even high-performing employees can face a decline in job performance and engagement when working remotely. This can be due to:

• Lack of face-to-face supervision, which leads to a two-way communication gap and even mistrust.
• There is a delay in the procurement of information as remote workers aren’t able to sense the atmosphere and real-time events at the workplace, leading to a lack of ‘mutual knowledge’.
• A sense of isolation among remote workers, leading to a feeling of less belongingness within the organization.
• Distractions at home due to unplanned work-from-home transition, with employees balancing childcare and many other responsibilities along with work.

A few specific, research-backed steps that can be taken to improve the engagement and productivity of remote employees:

• Establishing Structured Daily check-ins, by establishing a daily call or touchpoint.
• Providing several different communication technology options, using virtual communication tools like Slack, Zoom, Microsoft Teams etc., and making use of video conferencing.
• Establishing clear rules of engagement for communicating with the coworkers or the managers, according to the levels of urgency.
• Providing opportunities for remote social interaction by talking about non-work activities, thereby reducing the feeling of isolation among remote workers.
• Offering encouragement and emotional support by listening to the workers, acknowledging their stress, and keeping their needs and issues in focus.

Remote working is not without its challenges, with many feeling isolated and unmotivated, being left on their own.

Communication is trickier with colleagues and bosses, and there is a general lack of transparency and chances of overworking.

• Being Tech Savvy: A Good PC/Laptop, the latest tools and software for the job, and a reliable internet connection are a must for most remote working profiles.
• Good Communication Skills: Most of the communication will be written, and one should be able to articulate complex concepts and subtleties while being concise. This link provides a handy guide.

In a remote team, you'll need the right tools to make sure everyone stays on the same page and can continue to execute without a physical person standing next to them.

You likely will need a tool in certain categories like group chat and video conferencing to make remote successful.

Good processes let you get work done in the absence of all else. They provide structure and direction for getting things done.

A few examples from Zapier:

• Weekly Hangouts;
• Weekly One-on-Ones;
• Bring the team together 2 times/year somewhere cool;
• Automate anything that can be automated.

Creativity thrives in limitations, and little check-in meetings with a specific agenda and a clear briefing to brainstorm can provide excellent results, as they have built-in time constraints.

Online collaborative tools let us literally be on the same page, editing a document together, collaborating using the phone or the built-in chat.

Remote working makes the participants prioritize time, effort and activities. There are less wasted minutes as the participants are prepared and on time.

WFH (Work From Home) eventually means you are working from coffee shops, parking lots, from your car while driving, and almost anywhere you can log in to your laptop or communicate on your phone.

No one knows where you are and what you are doing, and that can be an advantage, but also can be misused. 

The schedule that makes you start early, and mimic the office hours works best, as you end up being free earlier too. However, night owls may find working at night to be more productive or comfortable for them.

Maintaining a schedule in a routine, while incorporating regular exercise with it, works best.

An informal daily huddle where everyone is face-to-face in a virtual meeting, holding a fresh cup of coffee is a great way to start the day with purpose and energy. It requires everyone to wake up early, get dressed and make a cup of coffee.

A morning routine is great for productivity too.

Infusing music and dance in your breaks can add a sense of pleasure in the otherwise dull and drab routine, enhancing the immediate virtual surrounding of the extroverts.

People with high frustration tolerances are the ones that generally succeed at remote work. And you can take steps to raise your frustration tolerance and become more conscientious by working on your impulsivity.

A non-conscientious person will find another activity (a distraction most likely) the moment something challenging or uncomfortable comes up. They have to be more conscious to stay in the moment: count to five or take five deep breaths, for example.

When work and personal activities are occurring in the same space, there are no cues for you to behave the way you do at work while you are outside your physical office.

Those who work well from home create boundaries in a work-life world without them. Then, once these parameters are established, people who commit fewer ‘boundary violations’ are better off.