working remote

Self-directed: just do it!

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Growing competency as a remote worker #2: self-directed/self-motivated

As we move through the list of ‘should have’ competencies for success as a remote worker, the second most crucial competency, as identified by remote workers, speaks to being selfdirected and motivated. What does this mean?

For the purposes of this application, self-directed speaks to a state of ‘being’, while the similar, often-misused self-motivated speaks more about ‘doing’.

The dictionary explains self-directed from the perspective of having an inner drive or ability to make one’s own decisions, and organizing one’s own work rather than being told what to do by others. Other references include the idea of regulating and adapting behaviour based on needs and demands in order to achieve whatever goals or achievements have been identified.

Contrast that to ‘self-motivation’, which draws attention to the ability to follow through and carry on in the direction one needs to go, and keep going. This forward motion happens regardless of what external circumstances may be present and working against whatever momentum one might have! It truly is driven by an audience of one, the individual.

There is much written about both these areas, however, I would offer that there are three parts to this being and doing that require intentionality:
1. Searching…What specifically do I need to know to do this or accomplish that? Where do I find the answer/information? Who/what can help me access the information/skill I need?
2. Learning…following through with gathering the information needed (read a book, take a course, get a mentor, join a meet-up…)
3. Doing…once I learn the what and the how…do it, use and apply the learning.
How are you doing with self-direction and motivation? Have you recently taken on the responsibility to search for the solution to something? Did you take action accordingly? If not, what’s holding you back?

When I conduct workshops, I often have participants set immediate action plans to implement their learning by engaging in a simple exercise…you may find it helpful.
For the next two weeks, in order to grow in self-direction and motivation, consider what you should:
1. Stop doing (what’s keeping you from being self directed/ and motivated?)
2. Start doing (what actions or thoughts do you need to start doing to be more self-directed/ motivated?)
3. Continue doing (what’s working that you want to keep as part of your practice?)

Perhaps you’ve heard this proverb, every time you say “yes” to something, you’re saying “no” to something else. Consider this, the reason you may be struggling with self-direction/motivation could be because of some other commitment that is superfluous in your life at the moment. Just a thought…

In a previous blog I offered a suggestion regarding journaling to grow your written communication skills. Why not use this growth area as a topic to journal about and keep track of how much stronger you are becoming with self-direction and motivation?

One final note. Perhaps the greatest compulsion I know to being self-directed and motivated, is to be clear on my ‘why’. (Simon Sinek’s Start with Why is a must read on this topic.) When I understand why I’m doing something, the what and how become so much clearer and natural.

Ok, one more final thought. Sometimes we over think actually doing something. My son, Nathan, would be the first to admit that sometimes, the block of doing is as simple as stopping the analysis paralysis and, as the famous swoosh suggests, “just do it!”

(Watch for a follow-up blog regarding self-directed/motivated questions to ask when hiring for remote workers)

 

The start of a new day in Salou, Spain

 

Interviewing for remote work competencies…communication

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My previous blog focused on the #1 competency revealed in our research regarding competencies for success as a remote worker…COMMUNICATION. In it we discussed how an individual can grow and develop this competency to improve their effectiveness in the remote industry.

This blog, part b, turns our attention to the individuals hiring remote workers. Knowing the competencies for success, it stands to reason that interview questions should be posed to determine if a candidate does indeed possess the specific competencies. This line of questioning takes the form of behavioural questions, based on the premise that past behaviour is an indication of future performance. While this is not a guarantee for successful hiring, it does help the interviewer gain insight into how candidates have handled relevant situations in past work, or volunteer, experiences.

Ideally, answers will provide insight into the following:
• Situation/Problem faced
• Action (what they did, how they did it)
• *Result/outcome (what was the outcome of the action taken, and was it positive or negative)

*It is worth noting that a candidate who is honest about their mistakes demonstrates a level of teachability, self-awareness, and an openness to learn from such outcomes. Sadly, some hiring managers reject candidates whose answers reflect anything less than perfection; on the flip side, some candidates refuse to share anything that may hint at weakness or vulnerability.

The following questions can serve as a foundation to determine if a candidate for remote work can demonstrate competency in the area of communication. That is, do they have the knowledge, skills, and abilities to be successful in a remote role when it comes to effective written and oral communication. As well, do they have the ability to choose appropriate channels and tools to deliver/receive the message?

Each question can serve as the foundation for deeper dives into the communication discussion, based on the particular role or context you are hiring for.

Written:
1. Tell me about a time when you were called on to explain a complex concept to someone for whom the concept was new, using only a written format. (Looking for examples of how a candidate took a complex concept and broke it down to its most simple form, without leaving out essential components, and without the benefit of verbal or non-verbal cues.)
2. Tell me about a time when you were required to document the content of a virtual meeting for distribution to those who had been on the call, and those not in attendance. (Looking for examples of how the candidate delivered concise messaging that filtered out the non-essential content, while provided essential information to both attendees and non-attendees.)
3. Tell me about a complex writing report you recently had to prepare.
(Looking for examples of how the candidate is able to clearly express ideas in writing. Look for evidence of gather, organize and presenting information in a logical, concise manner.)

Oral:
1. Tell me about a recent spoken conversation you were part of that was both effective and satisfying. What made it so? (Looking for the candidates ability to clearly articulate what thy believe to be an effective and satisfying conversation.)
2. Tell me about a time when you were called on to do a presentation on your area of expertise, with very little notice. (Looking for evidence of presentation confidence and the ability to construct an oral presentation in a manner that clearly articulated the message with minimum preparation.)
3. Describe a difficult conversation you recently had with someone who challenged your approach to a certain situation regarding something you were passionate about. What was the outcome? (Looking for an example of active listening combined with the use of oral persuasion.)

Channel & Tools:
1. Tell me about a time when you intentionally chose to communicate a particular message face to face (either virtually or in person) vs written format (i.e. email). Why did you choose this specific method of communication? (Looking for examples of the criteria used to determine the best form or channel of communication for a specific context or message.)
2. What is your favourite text based tool for virtual communication? What do you like most about it? (Looking for evidence of familiarity with virtual communication tools, and reasons for using the tool.)
3. Tell me about the communication tools used in a recent virtual meeting. How did they contribute to or distract from the success of the meeting? (Looking for examples of engagement in virtual meetings and interaction with various meeting platforms.)

Next time we will examine the second most important competency reported on by remote workers…being self-directed or self-motivated.

Growing your remote work competencies—communication

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In our research around what makes remote workers great, 8 key competencies were revealed: communication, self-directed/motivated, trustworthy, disciplined, taking initiative/curiosity, adaptable/flexible, self-efficacy, and empathy. You talked to us about how each contributes to your ability to excel and thrive (and yes, survive) in your work. Great insights were provided on so many levels by those actually working as remote workers.

Since the research has been released, the question ‘what if I’m not great at a certain competency, does that mean I can’t be a remote worker?’ The answer is an unequivocal no! The wonderful thing about competencies is that you can grow and develop when intentionality and focus is applied. The next few blogs will take on a part ‘a’ and ‘b’ format. Part ‘a’ will take a look at a specific competency and provide suggestions on how to develop it. Part ‘b’, following a few days later, will suggest possible interview questions helpful to determine the extent to which a candidate possesses the specific competency.

Let’s start with the one identified as being most critical…communication. When considering this we are talking about verbal, non-verbal, and written forms, as well as discerning the proper channel when communicating a message. The simple question is, “How do I grow my communication skills so that I can be more effective in my role as a remote worker?’ Here are some ideas to get you started:

Written communication (the most important form of communication when working remote):

  • Read more…not mind numbing books, but books that challenge your thinking, and stretch your vocabulary. Authors such as Ernest Hemingway, Mark Twain, or Stephen King.
  • Make time to learn about the art of writing. A couple of suggestions would be Elements of Style by E.B. White; Draft #4 by John McPhee
  • Journal…take time to record your thoughts, and when possible, use good old fashion ink and paper. Actually writing your thoughts causes you to slow down and think more intentionally about what you’re wanting to say without worrying about someone reading your thoughts.
  • Check that your writing style is more about clarity and exactness, than beauty and emotion. (To be sure, there is a time for beauty and emotion, but for this situation being clear and concise, rules.)

Oral communication (the spoken word):

According to one study, men speak an average of 7,000 words per day, while women speak an average of 20,000. No derogatory comments allowed! The important point here is that even though we speak, a lot, everyday, we are not necessarily getting any better at communicating. Practice only makes perfect if you are correct in what you are practicing!

  • Think about historical persons known for their oratory skills…people like Winston Churchill, Martin Luther King, Socrates, Condoleezza Rice, Cheryl Sandberg, John F Kennedy, Mr. Rogers (yes…Mr. Rogers!). Read their biographies and autobiographies, or watch them speak via recorded videos . What do you notice about the power of their words? What observations can help you speak with more clarity and persuasion?
  • Listen more, speak less (your peers, clients, and manager’s will thank you)
    Practice brevity. According to tech republic, people have the tendency to make 3 mistakes when communicating: Over explaining, under-preparing, and completely missing the point. The article sums up their advice with:
    • Map your message first
    • Lead with a headline
    • Trim away excess detail
  • Finally, ask for feedback. We all have blindspots, ask a trusted peer, family member, or friend to tell you how you are doing with your oral communication…and act on what they say.

Communication Channel (what’s the best way to send a message?)

Without a doubt, the options for how to send a message are many, however, every channel is not appropriate for every message. The following are key considerations that I have found to be most relevant.

1. What is the nature of the message?
2. Is there a need for documentation of the conversation?
3. What supporting technology is available?
4. What is the urgency of the message?
5. Is there a level of confidentiality or secrecy that needs to be preserved?
6. Is there an element of safety that could be compromised through the content of the message?
7. What is the relationship between the sender and the receiver of the message?

Communication Tools (how are you sending a message?)

Finally, the tools you use will either foster rich communication, or hinder it. If your team tends to get lost in email threads or c.c. purgatory, consider messaging apps like Slack, Wire, or Basecamp. If you’re finding your team struggling with empathy towards each other, push for video chat vs audio-only team calls. Invest in good software!

Bottom line? We can all improve our ability to communicate well; via spoken word, written word, and in choosing the proper channel. It takes time, lots of it! But the results are worth it both for personal satisfaction and for personal reputation! Ready to grow?

 

Remote work: competencies and motivation

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This is my shortest blog ever…but it comes with a big report!

Over the past year I have researching what makes remote workers successful. I’m happy to have been able to collaborate with my son, @natesawatzky in the research. Both Nathan and I are so thankful for the many who let us dig into their lives as remote workers.

Today, I’m excited to share a version of the report that has been created to benefit managers, remote workers, and leaders alike. You can download the report here.

Please feel free to reach out to either Nathan or myself (Roberta) if you have any

Following interviews at The Hague

questions about the report, or simply want to talk more about remote work.

 

Post remote worker research…now what?

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It’s been a while since my last blog…a case of writer’s block (blogger’s block?). To be fair I have been busy–busy doing things I fully enjoy, with a few ‘must dos’ stuck in the middle of it all. The good news is that the industry report on our research on remote workers’ competencies and motivations is in the final proofing stage. Look for it to hit the social media airwaves by the end of next week. A big thanks goes out to my colleague Sally for taking over the formatting of it…definitely not my area of strength.

I’ve been thinking about what’s next. If anything, this research experience has grown my desire to dig further into the Remote Industry (yes Laurel, remote industry). I’ve been focusing on remote workers specifically, but acknowledge that there must be true collaboration between these individuals and their manager, and team members for the most effective outcomes to be realized. So what does that look like? Good question! I’m visualizing a triangle where each side represents a member of the collaboration equation.

Most effective leaders realize that the best customer service is realized when employees are well taken care of and valued. I would suggest that applies equally in a remote industry. I would also suggest that the majority of managers want to properly support their virtual teams, but feel ill equipped to do so. That’s something that can be addressed and solved…as long as there is a willingness to do so. Amazing courses have been developed by places like Workplaceless to provide training around this, as well as training for those wanting to hone their skills as remote workers.

For now, I think the first step is to take the learning from our research and create those behavioural and situational interview questions that will help recruiters and interviewers make informed decisions regarding who they hire for remote positions. And then? Maybe address the ‘if this, then this’ process regarding the practicalities and application of how managers can support those they are appointed to oversee and develop…perhaps through the lens of a triangle?

Grateful to #remote for your input!

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It’s Dec 15, 8 above, and I’m sitting outside working…in Canada!

I am taking a much needed break from writing a report (a paper actually) on our research. Ok, to be honest, I just needed an excuse to take my iPad and sit on the patio of my favourite Kelowna coffee shop, Esther and Sons, and reflect on this past year of delving into the amazing world of remote work. If I were to sum it up, the words I would use are grateful, amazed, inspired, and overwhelmed!

Some highlights have been:

  • meeting many of you;
  • traveling to Europe and chatting with many remote workers in co-working spaces (intentionally), and in cafés (accidentally);
  • hearing your experiences and adventures;
  • learning so much from the experts (you!);
  • experiencing amazing cafés (to name a few: Buro Espresso Bar, Robert’s Coffee, The BarnLucifer’s Specialty Coffee, Utrecht Onz Cafe, Amsterdam Lot Sixty One, House of Tribes, Kaafi);
  • virtual conferences and conversations
  • connecting with remote workers in my own continent of North America, and of course right here in British Columbia;
  • the willingness of many of you to share resources, both your knowledge and connections;
  • the honesty of remote workers in sharing their joys and challenges;
  • and, last but by no means least, doing all this in collaboration with Nate Sawatzky (my son)…so great! (big thanks to the incredible support of our families)

So, where am I with all of this? 12 pages into a paper on our findings…being reminded how frustrating (but important) citations are in validating the research and findings.

One of the words I used to describe my experience was ‘overwhelmed’; let me be clear, it’s a great sense of being overwhelmed! Our focus was on learning the competencies necessary for success as a remote worker, how feedback is desired, from whom, and what support is needed. You taught me that…and so much more!

As I look at the findings, the implications for business schools, managers, HR professionals, city planners, and potential remote workers is powerful. I have so many “ how might we…” questions arising from this that narrowing down my next focus of research will be a challenge!

What do I need from you?

  • I hope to have the research summarized by the end of January. If you would like a copy send directly to you, please let me know.
  • If you were to identify an area of remote work that you would like to see research focused on (again, a joint industry/academia approach) what would it be?

Nathan and I at The Hague during our research trip

Email me at roberta@samisremote.com with both your requests and suggestions.

That’s it…back to the report fuelled by coffee and vitamin D!

And by the way…Merry Christmas to all.

Can design thinking help remote work decisions?

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Notre Damme

As I write this blog from 39,000 feet enroute to Montreal, Canada, I’m taking a sidestep from analyzing the data gathered through our remote workers interviews and survey. Join me in taking a look at the topic from a different perspective…perhaps more of a 39,000 foot view.

Choosing the when and where of getting our work done, smart working, is something I highly value. I was privileged to be a stay at home mom when our kids were small, something that lined up with our family values. When I was approached to take on a part time job I accepted only on the condition that I be afforded the freedom to be home for our kids before and after school, attend any and all school field trips, and volunteer in the classroom. It’s important to note that I wasn’t asking for less responsibilities or duties, but rather asking the organization to trust that I would get the work done, on time and with excellence, AND support a volunteer workforce of 200 people. They agreed. I didn’t realize at the time that what I was proposing was a flexible work schedule that allowed me to choose when and where I did my work, in concert with the needs of the organization. I have continued to work for organizations in various sectors that have offered the same flexibility.

As I continue to research and entrench myself in the world of remote work, I truly agree that the future of work will indeed embrace a more globally focus, and that distributed teams and remote workers are, and will continue to be, a growing reality (a positive one).

However, the questions I am still pondering are:
• Is a distributed workforce a one size fits all for organizations big and small?
• Can an organization considering such a transition expect that all of their existing employees would succeed as remote workers?
• Should finances be the compelling argument for an organization to go fully distributed? (true, you save on the overhead, but success outcomes will ask you to strategically direct that money towards excellent technology and support for your new virtual work force).

Back to my reason for being 39,000 feet in the air heading to Montreal. For the next 2 days I will be attending a Service Design Thinking Conference. I love design thinking! Why? Because it takes a human based perspective on making decisions around the who, what, where, when and how of remote work…after all Human Resources are the most valuable resources any organization has.

So, what if we reframed the above questions from a design thinking perspective…
• How might we determine the best configuration for an organization that will honour their mission, vision, and values?
• How might we train and support all employees, remote and co-located, to such a degree that where they actually ‘do’ their work sets them up for success while increasing organizational productivity?
• How might we create a strategically viable budget that reduces the organizational footprint, provides for employee flexibility, and results in growth in the triple bottom line?

Change is a certainty in life. However, what changes and how those changes impact the people involved (on all levels) must be forefront in our change management processes.

“The value of design thinking is neither in its artistic appeal nor its unorthodoxy, but in thinking differently about how to solve business and organizational challenges.”

Design thinking takes time to clearly identify what the real issue to be addressed is and collaborates with all the stakeholders to come up with a solution that genuinely addresses that issue.

As a person passionate about helping others realize the very best of who they can be, I’m committed to being a thinking partner who comes alongside and facilitates a decision making frame work, a way of thinking, that guides organizations and their teams to what is the best, strategic direction for them to take…whether distributed, semi-distributed, co-located…or whatever creative configuration they come up with.