Guests, Technology

What can Remote Teams Learn from Telemedicine? with Dr. Mary O’Connor

Wayne is joined by Dr. Mary O'Connor of Vori Health to talk about what remote teams can learn from telemedicine. Vori Health is an remote business and Dr. O'Connor discusses how it's possible to practice medicine (traditionally something very hands-on) remotely as well as how telemedicine rose even before the pandemic. 

Additional Resources

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Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

View Full Transcript

00:00:08:02 - 00:00:33:03
Wayne Turmel
Hi everybody. Welcome back to the Long-Distance Worklife podcast where we try to make sense of remote work, hybrid work, work from home, all of that foolishness to keep the weasels at bay. Thank you for joining us, as always. This is a Marisa-less episode because I actually have a guest today and I'm going to introduce her now.

00:00:33:04 - 00:01:02:23
Wayne Turmel
This is Dr. Mary O'Connor. She is the brains behind Vori Health. And what I thought we would do today is talk less traditional remote work and more how other fields are dealing with what all of us are dealing. And nowhere are we seeing more of this radical change than in the area of telemedicine. So Mary, if you would, just introduce yourself real quick.

00:01:02:23 - 00:01:06:18
Wayne Turmel
What does very help do and then will get into the discussion?

00:01:07:13 - 00:01:36:09
Mary O'Connor
Great. Wayne, I'm just delighted to be with you and your listeners and viewers today. So my name is Mary O'Connor. I'm an orthopedic surgeon. By background, I am the chief medical officer and co-founder of Vori Health, and we are a virtual musculoskeletal medical practice, meaning we take care of people with spine and joint and muscle problems, which, as you know, are extremely common, especially as we get older.

00:01:37:01 - 00:02:06:23
Wayne Turmel
As I sit waiting for my knee replacement, I can completely understand. Here's the thing that fascinated me and why we wanted to have the conversation. There are two things. One is that you are a completely virtual business, and that is fascinating. The other thing is when we think about knees and backs and that kind of thing, we always think of this as very hands on like you need to be there right up.

00:02:07:16 - 00:02:15:05
Wayne Turmel
How do you do orthopedic work and not be in the room with the joint that you're talking about?

00:02:15:14 - 00:02:46:00
Mary O'Connor
So I know that's a great question and one I get frequently, and the answer's pretty straightforward. There's a tremendous amount that you can do through virtual only interactions with patients. Number one, the first thing that a lot of patients and people don't know or recall is that the majority of the decision making process by their doctor in terms of what their doctor thinks is going on, is based on the patient's history.

00:02:46:17 - 00:03:14:16
Mary O'Connor
So the history is really important. How long was your back hurting? Did you injure it? What makes it worse? What makes it better? Those kinds of things. The physical exam is still important, but there's a huge amount of it that you can do actually. You know, virtually. So there's there's very little limitations. And most of the decision making process is going to be based on the information that you can obtain virtually.

00:03:15:01 - 00:03:40:18
Mary O'Connor
And when my orthopedic surgeon colleagues challenged me on this point, I will give them a perfect example of it. Someone who injured their knee. Okay. And the question is, did they tear their anterior cruciate ligament? That decision on whether to get an MRI scan of their knee to prove if they had a tear is going to be based 95% on the history of the injury.

00:03:40:23 - 00:04:09:16
Mary O'Connor
And looking at the knee, you don't have to put your hands on to do some ligament testing to drive the decision making about the MRI. So we're the first to say not all care can be delivered virtually, but a surprising amount can. And where that becomes so important is particularly for your audience, because working people just don't have time like it is.

00:04:09:21 - 00:04:30:00
Mary O'Connor
It is a huge amount of time to actually go in to see your doctor or your physical therapist out of your workday. And so offering these virtual services is extremely convenient and time efficient for patients. And they they really appreciate that.

00:04:30:00 - 00:05:12:11
Wayne Turmel
There is and I was thinking about this interview, there is a real corollary between a lot of the remote work that we had to do suddenly when COVID hit and the move to telemedicine, one of those things is there's a lot of skepticism about can it be done right then in you've already addressed some of that. Tell me what happened kind of in the xigaze is the wrong word, but it sounds impressive and it's the only one I can think of what shifted people's thinking when COVID hit, because that really pushed telemedicine over the Rubicon like it did so much remote work.

00:05:13:11 - 00:05:46:15
Mary O'Connor
Well, obviously what happened is people were afraid to go in for in-person services and clinics shut down. You know, I was at work where I was working at Yale at the time. And, you know, we literally just shut everything down except for true emergency services. And that was really challenging because patients still needed care. And so it was a phone call or we started doing Zoom calls, right.

00:05:46:22 - 00:06:21:03
Mary O'Connor
Because because the the technology and the functionality of telemedicine existed long before we got into the COVID pandemic. But it was never embraced by the medical profession for a couple of reasons. One, change is hard. Why change if what I'm doing, you know, I just want keep doing what I'm doing. And secondly, and what was very important is that the federal government, Medicare and commercial insurers were not paying clinicians for telemedicine services.

00:06:21:12 - 00:06:38:06
Mary O'Connor
So when the pandemic came, the legislation was introduced that basically said, okay, everybody is going to now pay for telemedicine services. And that was obviously critically important.

00:06:38:06 - 00:07:03:01
Wayne Turmel
One of the things that I find really interesting about this is there was this when telemedicine started, part of the resistance was, well, it's making the best of a bad situation, right? I can't go into the doctor, so I guess I'll get to see the doctor. And there's this mindset that just there's a lot of remote work was, well, we can still get our work done, but it's not as good as being in the office.

00:07:04:02 - 00:07:26:20
Wayne Turmel
You actually have identified some real advantages. I mean, one of them is the convenience to the patient. But in terms of the way that your team works together, there's been some real advantages to telemedicine, which makes this not just, you know, making the best of something, but actually making it better when.

00:07:26:20 - 00:08:01:20
Mary O'Connor
Absolutely. So, you know, what we can do with a virtual platform is something that actually cannot realistically happen in the in-person settings. So when patients come to us and we're very I'll digress for a moment, we're very focused on what we call the bio psychosocial model, because we we understand that the patients are like whole beings, right? And their health is influenced not just by their injury or their back pain, but by their sleep and their nutrition and their mindset.

00:08:02:05 - 00:08:37:11
Mary O'Connor
And so we know that we have a much better chance of getting that patient better in our model if we are focused on many things that influence that patient's health. So I'll just do back pain as an example. We know that upwards in some studies, 50% of low back surgeries are inappropriate. That is a shocking number. Now, I am not saying that my spine surgeon colleagues are evil or bad people, but I'm a surgeon.

00:08:37:20 - 00:09:07:00
Mary O'Connor
And when patients would come to see me, it's really kind of a binary decision. Do you need surgery? Can I do surgery to help you or not? And surgeons see patients through the lens of that viewpoint. Surgeons are not typically well trained on non operative care these days, so there is a bias towards patients getting surgery that could be avoided and that's what the research shows.

00:09:07:08 - 00:09:32:00
Mary O'Connor
Right. So we said, well, we should do something about this one. It's really bad for patients. It harms patients. 7.6% of those patients that have low back surgery are back in the O.R. for a second operation within the first year. That's just like astonishing in this tragic way to me. So we bring patients in and we give them a care team.

00:09:32:06 - 00:09:56:15
Mary O'Connor
Again, you can do this in the virtual environment. You cannot do it practically in an in-person setting. So they have a health coach in the first 60 minute visit. You're going to see your health coach, you're going to see your doctor, you're going to see your physical therapist. And we're going to get you started on a care plan that focuses on what matters to you, not just what is the matter with you.

00:09:57:01 - 00:10:19:17
Mary O'Connor
So we maybe what the what is the matter with you as you have back pain, but why does that matter to you? It matters to you because you want to play with the grandchildren or you want to get out there and walk after dinner, right, with your wife or something. And so we focus on getting you to do those activities that bring you joy and add value to your life.

00:10:20:04 - 00:10:49:07
Mary O'Connor
And that allows us to actually incorporate your preferences, the patient's preferences and the patient's values into this whole process. You can't and then and then we deliver it all through your app or on the web, however you want to access our virtual services. So it allows a virtual platform, allows us to innovate in the delivery of care in ways that you simply couldn't in an in-person setting.

00:10:49:22 - 00:11:15:20
Wayne Turmel
In a really minor example. So maybe it's not so minor. One of the things that a client told me is it's easier for them to coach people because you see them in their natural habitat, right? You can see what their homes look like. And are they working at a decent workspace or are they at the North End of the dining room table on a folding chair?

00:11:16:01 - 00:11:23:01
Wayne Turmel
You know, you can you can see what their environment looks like. And that's got to be an advantage in medicine as well.

00:11:23:04 - 00:11:40:05
Mary O'Connor
I mean, it absolutely is. For example, we have I'll just use an example, we have a fall reduction program because falls in the elderly. I know I don't like to use I should I rephrase that in the older population are home.

00:11:40:08 - 00:11:44:11
Wayne Turmel
What you want are elder and you know for the population.

00:11:44:12 - 00:11:49:14
Mary O'Connor
As I get closer and closer to that category, I become more sensitive to the label.

00:11:50:02 - 00:11:53:07
Wayne Turmel
Your definition of what is older certainly takes a beating.

00:11:53:16 - 00:12:18:18
Mary O'Connor
But having personally operated on, I don't know, a couple thousand people with hip fractures. Right. And how devastating that is to the patient and their family to fall. Prevention is huge. And so when we can see patients in their home, it is so much easier to help them to help them craft an effective fall reduction program. That's just one example.

00:12:19:05 - 00:12:21:01
Mary O'Connor
The other point that only and.

00:12:21:01 - 00:12:25:06
Wayne Turmel
Just to be clear, you're talking about things like take your phone and show me what your tab looks like.

00:12:25:06 - 00:12:54:00
Mary O'Connor
Well, take your particular laptop. Show me show me what your living, living room looks like. Right? Show me, show me where you walk in your house. Right. Let's look at those rugs. Are they trip hazards? Let's look at your bathroom. Do you have, you know, is it safe? What's your risk of falling there? But the other thing that I'll mention is that I think that we innately feel more comfortable in our homes, in our own environment.

00:12:54:12 - 00:13:24:20
Mary O'Connor
And I think the more comfortable the patient is, the more forthcoming they are with their their really trusted personal information. Because, you know, health care is a very personal interaction. You know, you share things with your doctor that you don't share with anybody else. And the more comfortable the patient is, the more likely they are to share important information.

00:13:25:11 - 00:14:00:23
Wayne Turmel
Well, this is really critical and maybe the last really deep dove part of this conversation is the level of trust required to make this work. And it's interesting because your population is more demographically advanced since we're playing Euphemism Theater. Right? But they're generally older people who are less comfortable with technology generally and certainly have lived 50, 60, 70, however many years under the traditional medical system.

00:14:01:06 - 00:14:19:05
Wayne Turmel
So this is a pretty radical change. How do you, as clinicians, prepare to help build trust? I mean, other than the fact that they're in their own environment, which helps. But how do you actively build trust with clients to help overcome that resistance?

00:14:19:11 - 00:14:46:10
Mary O'Connor
So just a couple points. We take care of a lot of young people to I mean, we see patients 18 years of age and older and then next year we'll move into pediatrics. Okay. So we take care of plenty of people and and, you know, of course, as a general statement, I know I'm biased, being biased here. But in general, younger individuals are far more comfortable with technology and a lot of virtual interactions.

00:14:46:10 - 00:15:19:05
Mary O'Connor
Right. But listen, there's plenty of 20 and 30 year olds that hurt your back or have knee pain or shoulder pain that love what we do. The key to trust in my in what we do and in my experience is being a doctor and surgeon for many, many years is first the patient has to know that we're really supporting them and that work, that we are committed to doing the best that we can for them.

00:15:19:20 - 00:15:42:22
Mary O'Connor
So that is the essence of trust between the patient and the doctor. Right. I am there and you I am advocating for you. I am not focused on doing something the insurance company wants me to do. I'm there to give you the best care that I possibly can. You can establish that through a virtual connection, just like you can't in person.

00:15:44:00 - 00:16:16:19
Mary O'Connor
Secondly, I really do believe that our model, where we're focused on and that biopsychosocial approach and looking at that the individual more holistically helps, helps reinforce that trust. Because for example, when in the lower back pain example, right, if you know, if I was the queen of the universe and I could take everybody with low back pain and simply improve their sleep right now, no meds, no nothing else but improve their sleep.

00:16:16:20 - 00:16:48:18
Mary O'Connor
I would lower their back pain. So our health coaches will help patients focus on that. But in the real world, setting doctors, spine doctors and surgeons and physical therapists, they don't talk about that. They don't use that lever to help drive improvement. Why? Because we don't have the infrastructure to do it right. They don't have a health coach to say, okay, Mary, let's let's talk about your sleep.

00:16:48:18 - 00:17:18:08
Mary O'Connor
Let's talk about little small changes that you can make that are going to add up over time. Right. Because we use a lot of cognitive behavioral therapy models with our health coaches interacting with patients because you have to make the change doable for people and then and then they can do it. And then when they see success, it's easier to get to the next level.

00:17:18:08 - 00:17:45:13
Wayne Turmel
Thank you so much, Doctor. I'm hoping that our listeners have been able to kind of connect the dots because they sound like, you know, I'm a project manager, I'm a coder, I'm whatever I'm doing that's different than medicine. But if we look at how do we collaborate, how do we build trust, the advantages of meeting customers where they are, I think there is a lot to be learned.

00:17:45:13 - 00:18:10:00
Wayne Turmel
And I, I know I did. And I hope that our, our listeners got a lot out of that. For those of you who were interested, maybe, you know, you thought is that bio psychological? What we're going to have notes. We are going to have a transcript available on our website. Long distance work like dot com as we do with all of our shows.

00:18:10:14 - 00:18:32:14
Wayne Turmel
If you are interested in learning more about remote work, if you visit like this longdistanceworklife.com. We have a four part video series on demystifying remote work that we would love you to take advantage of. And if you have questions that you would like to have answered on the show or ideas for subjects or people, but you'd love us to talk to you.

00:18:32:18 - 00:18:53:01
Wayne Turmel
Drop us a line. You can reach me. Wayne at Kevin Eikenberry dot com or Marisa at Kevin Eikenberry dot com. And you all listen to podcasts you know the drill like and subscribe so other people can find us. Doctor Mary O'Connor, very health. Thank you so, so much for being with us today. I really appreciate your time.

00:18:53:20 - 00:19:12:11
Mary O'Connor
My pleasure. Wayne. And wishing you and all your listeners and viewers great health.

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When you work from home, does it still make sense to take a sick day? Wayne and Marisa discuss why some think that sick days are a thing of the past, and why it is important for you to take your sick days when you need them. Even if you are working from home. 

Additional Resources

Want us to answer one of your questions?

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Feeling More Connected with Your Remote Team with Ryan Jenkins

Working remotely can come with a lot of isolation and loneliness. But Ryan Jenkins, author of Connectable: How Leaders Can Move Teams From Isolated to All In tells us that loneliness isn't defined by the absence of people, but the absence of connection. Ryan joins Wayne to discuss ways that leaders can help their team members can feel more connected even when working remotely.

Additional Resources

Free Video Series!

Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

View Full Transcript

00:00:08:03 - 00:00:38:05
Wayne Turmel
Hi everybody. Welcome back to the Long-Distance Worklife Podcast, the podcast where we try to help you figure it out, thrive, survive, generally keep the weasels at bay in this crazy world of remote and hybrid work. And today I am really, really excited. My name's Wayne Turmel by the way. Melissa is not with us because we, in fact, have a fabulous guest who I'm going to bring in right now.

00:00:38:11 - 00:00:54:23
Wayne Turmel
Ryan Jenkins is the coauthor. And as a coauthor, I'm very sensitive to making sure people get their credit. He is the coauthor with Steven Van Cohen of Connectable How Leaders Move Teams From Isolated to All In. Brian Jenkins is with us. Hi, Ryan.

00:00:55:14 - 00:00:56:13
Ryan Jenkins
Hey, Wayne. Thanks for having me.

00:00:57:10 - 00:01:08:21
Wayne Turmel
Thank you for being had. Here's the deal, by the way. I just realized I called Marisa Melissa a moment ago, so just, you know, clear it up.

00:01:08:22 - 00:01:10:00
Ryan Jenkins
My man got it cleared up.

00:01:10:18 - 00:01:20:04
Wayne Turmel
It's kind of like working in the kitchen. Ryan, I first of all, the book is terrific. For those of you who haven't read Connectable, please. Please do.

00:01:20:12 - 00:01:20:21
Ryan Jenkins
Thank you.

00:01:20:22 - 00:01:47:19
Wayne Turmel
But I was interested that you spent a whole lot of time on something that I think is really important and doesn't get a lot of conversation, which is this idea of loneliness at work and maybe you can help. It's always good to define terms. Maybe you can help us. What is the difference between loneliness and being alone? Because a lot of us actually kind of dig being alone to get our work done and whatever.

00:01:47:19 - 00:01:50:19
Wayne Turmel
But lonely is different. Let's start there.

00:01:51:20 - 00:02:17:01
Ryan Jenkins
Yeah. Great. Thanks for having me. Weigh in and look forward this conversation. I'll take it one step back. I won't answer your question, but I think it's important for folks to understand that loneliness isn't defined by the absence of people. It's defined by the absence of connection. So we, you know, viewers and listeners can probably relate. You've been in a crowded room at times and still can feel a sense of loneliness or disconnection because you don't have you don't connect with those people.

00:02:18:16 - 00:02:39:10
Ryan Jenkins
Same is true if you're working remotely to where if you're connected to the work, the your team members, your leader, you might not have the same strong sense of loneliness or isolation. Then that person in that room full of people did. So it's not predicated on that. The absence of people is the absence of connection. And then if you think of this idea of isolation, isolation really isn't positive or negative.

00:02:39:10 - 00:03:00:23
Ryan Jenkins
The negative state of isolation is loneliness. The positive state of isolation is solitude. And we talk at length in the book about how solitude is kind of this is the first defense. It's insurance against isolation or against loneliness. Excuse me, because think of I get back to the definition. It's not the absence of people. It's the absence of connection.

00:03:01:04 - 00:03:24:15
Ryan Jenkins
And one of the strongest connections we all have to have is that connection with oneself. And that can actually be had during solitude, where you're actually free from the inputs of other minds. So again, isolation is not positive or negative. The negative state is loneliness. The positive state is solitude. And of course, nowadays we're experiencing more heightened levels of loneliness for a myriad of reasons that we might go into.

00:03:24:21 - 00:03:42:01
Ryan Jenkins
But to your point alone, you can be alone, like in solitude, and not experience the negative state of loneliness. But loneliness is the negative state where you're having those negative emotions, where your mind and your body are actually in a fight or flight state because we're prone, we're vulnerable when we're alone or lonely.

00:03:42:22 - 00:04:04:06
Wayne Turmel
You know, this notion of loneliness seems like an odd discussion to be having when it comes to business, but it's actually been part of the conversation for a while. There was a very famous essay in a book in the late nineties called Bowling Alone that basically said we were becoming more and more separated from each other socially. Disconnect.

00:04:05:10 - 00:04:34:01
Wayne Turmel
And, you know, and then that was pre-Internet, you know, when that happened. And then the Internet happened and then all of a sudden there was COVID and we were really, really pushed, pushed out. What impact why do business people care about loneliness? I mean, this sounds like it's my me problem, not a new problem. Yeah. You know, why is there a business issue here?

00:04:34:22 - 00:04:57:00
Ryan Jenkins
The healthiest organizations balance high performance and worker well-being. You've got to balance both of those. You can't totally focus on high performance and sacrifice the well-being of your team because that results in burnout and high turnover rates. And you can't focus completely on worker well-being and cater to everyone's whim because then you're not delivering for the market or your customers or clients and you go out of business.

00:04:57:10 - 00:05:29:03
Ryan Jenkins
So you got to find this balance. And why it's important to address loneliness is because both ships rise. In that case, when you when you address loneliness, not only does worker well-being improve, but performance improves as well. So a good way to think about it is when we they've done research to when we experience exclusion, someone feels a sensation of exclusion, the same part of the brain that registers physical pain actually registers when we experience exclusion because again, our body is in a fight or flight state when we feel lonely or excluded.

00:05:29:18 - 00:05:52:13
Ryan Jenkins
So if that's the case, that's as if we're showing up to work with a bleeding appendage and we wouldn't want anybody to tell us, hey, go ignore that bleeding appendage and get to work. Well, you're not to be able to focus. We're distracted at best for debilitating that worse. Same thing is true with these invisible ailments. And we're so glad that the conversation around mental health at work is, is, is, is growing because it's so important.

00:05:52:21 - 00:06:10:22
Ryan Jenkins
But I think if we can solve for loneliness, if we can create connection, everything else flows from that. We're going to we're going to see less burnout, less stress at work, anxiety languishing. Because we are wildly, all of us, all of humanity. I'm convinced after three years of studying it, we are wildly underestimating how much we need human connection.

00:06:11:05 - 00:06:22:18
Ryan Jenkins
And there's so many things that are our life now where we're it's keeping our loneliness levels at a manageable level and we're just doing enough communication when we're not actually connecting.

00:06:23:23 - 00:06:52:18
Wayne Turmel
There are about three things that you just said there that I want to put pins in. One is that our research certainly shows that one of the number one problems in remote and especially hybrid teams is exclusion. That and it's not always a oh, we don't want to play with Ryan in the sandbox. It's we're literally not thinking about Ryan because he's out of sight and out of mind.

00:06:53:14 - 00:07:26:15
Wayne Turmel
And of course, if you are an introvert by nature or you're new to the team and you don't have the existing relationships, exclusion is a very real thing. The second thing that you said is kind of tied to that, which is, you know, we part of engagement is do you have a friend at work? And when they measure employee engagement, right, that's always one of the main questions.

00:07:26:15 - 00:08:00:18
Wayne Turmel
Do you have a really good friend at work and more and more the answer is kind of no. And one of the reasons for this, I think I'm getting to a question, one of the reasons I think is that two thirds of the social interaction that we get for the week traditionally has taken place through our work. If you remove that or greatly reduce the amount of social interaction that you're getting at work that has an impact on everything else.

00:08:00:18 - 00:08:16:06
Wayne Turmel
So what can we I guess there's an organizational level, there's a team level and there's an individual level. Let's start with the individual level. What do we do to avoid loneliness at work as individuals?

00:08:17:19 - 00:08:39:14
Ryan Jenkins
Yeah, the first step and so much of this to overcome all this is awareness. You know, you think about how long we had automobiles before we actually put in seatbelts, right? I think it was like 50 years with the automobile before. It takes us a long time to kind of wrap our heads around some of these these, you know, new age challenges and then to implement something.

00:08:39:21 - 00:08:57:18
Ryan Jenkins
But so often, you know, if you ask a psychologist, they would tell you you got to name it before you can tame it. And so we've got resources for folks can actually identify the loneliness levels in themselves empirically validated to figure out where am I at with this? And again, this is a universal human condition, so there's no shame in loneliness.

00:08:57:19 - 00:09:19:23
Ryan Jenkins
It's literally our biological cue that we belong with each other and we all experience it differently. It could be situational, it can be relational. There's all different aspects that can kind of lead to loneliness. But the biggest first step is to just start kind of being more aware of it and try to find, you know, what are your personal loneliness levels when and where do you experience it?

00:09:20:06 - 00:09:30:08
Ryan Jenkins
And then just try to find pro-social behaviors, just one or two pro-social behaviors each day that kind of pull back and nurture your connections in your.

00:09:30:08 - 00:09:54:00
Wayne Turmel
It's a paradox to that, though. What I'm hearing is absolutely right, which is you need to be proactive, right? The more drive you need to be proactive. The challenge is when you are truly lonely. Along with that comes depression and self-loathing and all kinds of lovely things, which of course reduce your desire or ability to reach out and be proactive.

00:09:55:14 - 00:10:26:00
Ryan Jenkins
You are right, my friend. Yeah, exactly. So we tend to turn inward, which is the exact opposite of what we should be doing. So it's really hard for us individually to tackle loneliness. All of us should just assume that we are prone to loneliness and consistently keep yourself in community with others. And then the second tier that you talked about around team or community, that's what's really important because we need to be aware of these disconnection or isolation or loneliness signs of those around us because it does take us.

00:10:26:00 - 00:10:47:01
Ryan Jenkins
It takes a community to pull folks in when they might be slipping away, because you can't just you can't just do it yourself. If it was as easy as telling a lonely person to go get a pet or go to a happy hour, this wouldn't be a problem. Right? So it's way more complex than that. And I'll give you one tip as it relates to kind of this team or community.

00:10:47:01 - 00:11:13:09
Ryan Jenkins
And we research we didn't research. We we interviewed Steve Cole, who's out of UCLA, and he studies loneliness at the molecular level, which is extraordinarily fascinating. And he talks about there's a trap door in connecting with someone that's experiencing severe levels of isolation or loneliness because and he says, trap door to your point to where folks, when we're experiencing loneliness, we turn inward and we distrust everybody else.

00:11:13:10 - 00:11:32:13
Ryan Jenkins
It can be really hard to connect and pull folks in, which is why we all have to be more open and proactive about all this. But Steve Cole says the trap door is four words. And before I give you those four words, I'll tell you little bit of the science behind this. So when we when our when our bodies experience some type of threat, the threat circuitry in our brain lights up.

00:11:32:13 - 00:11:50:15
Ryan Jenkins
And that's when we go into flight or fight state of a fight or flight stage. And so good examples of that building of buildings on fire. Your threat circuitry is high and you're running away from that threat. Same thing happens when we're experiencing loneliness. We feel there's a threat. And so we run away from it. We're running away from people.

00:11:51:03 - 00:12:11:07
Ryan Jenkins
But the way we can get around that is through meaning. So, for example, if that, if the if the building is being on fire, normally you'd run away from it. But if you have something meaningful in that building, such as a child, you might you're going to you're going to you're going to overthrow that threat circuitry and you'll run into that building when there's some type of of meaning there.

00:12:11:15 - 00:12:31:20
Ryan Jenkins
And so what Steve Cole suggests to pull people out of loneliness and isolation is four words I need your help. So it's pulling people. It's trying to attach more meaning and trying to help people see that the contribution that they're that they bring to the table they bring to the team is useful because that's, you know, back when we roamed the plains, our ancestors roamed the plains.

00:12:31:20 - 00:12:53:18
Ryan Jenkins
If you weren't contributing to a tribe, that meant you were vulnerable to getting excluded. And when you were excluded, there was all kinds of things that would it could eat you or kill you. And so we have this innate desire and survival tactic to actually want to contribute. And sometimes it takes other people around us to show us what that unique contribution that we make is.

00:12:54:22 - 00:13:18:13
Wayne Turmel
As a leader, assuming you yourself are functional and grounded and able to have peripheral vision about this stuff, what should a leader be looking for? Signs that somebody is disconnected to the point of loneliness, for lack of a better term?

00:13:19:13 - 00:13:45:06
Ryan Jenkins
Yeah, there's there's there's a lot of we've identified ten indicators. I'll just give you a few of them. One of them is, is excessive working. Right. That can be a way. So if you start seeing emails late in the evening, early morning, just around the clock working, that could be a way for people to not be not want to step into some of their interpersonal or relational priorities at work in life.

00:13:45:06 - 00:14:13:08
Ryan Jenkins
So excessive working can be one an apathetic attitude, a change in routine is also a good indicator. So if you could if you could get a sense of the kind of the cadence and routine of your team, so when that breaks that that's an indicator. And then just kind of a lack of learning in development, someone that doesn't want to engage in career progression conversations or isn't learning, not really adapting to a growth mindset and wanting to better themselves, that can be an indicator as well.

00:14:14:17 - 00:14:41:23
Wayne Turmel
And as we promised, we get to the organizational level too. And this seems like a harder thing to get our minds around because organizations can organize events and, you know, you can bring people in once a year and you can have virtual happy hours and whatever the heck else they're organizing. What really meaningful things can organizations do?

00:14:41:23 - 00:15:04:09
Ryan Jenkins
Yeah, we've seen something that's been really helpful is peer coaching. So organizations that create environments where people can can connect at a very deep level, but also have it be meaningful to the organization. So peer coaching is found to be really, really helpful. And that's exactly what it sounds like is having two people coach each other. And there's no there's no kind of hierarchy to it.

00:15:04:09 - 00:15:30:12
Ryan Jenkins
It's just, hey, we're going to wade into each other's lives and talk a little bit personal, a little bit about work and alternate, who who's helping who. That can be really helpful. The idea to of of of clear direction is really, really important. We actually profile astronauts in the book and we asked astronauts, you know, they operate 254 miles away from civilization and they will see maybe 11 people in a whole year.

00:15:30:12 - 00:15:53:13
Ryan Jenkins
So they're they're operating in extreme isolation. So we asked them, hey, how do you deal with isolation and loneliness? How do you keep loneliness at bay? And they're there. They're single answer. Their top answer was clear direction. So clarity. And that's not something that we normally think about. Right. But think about if you were to go on a hike without without a map, well, you're likely you're susceptible to wander.

00:15:53:14 - 00:16:18:08
Ryan Jenkins
When you wander, you're lost when you're lost or lonesome. And we see a lot of organizations that just aren't clear in kind of the direction they're going or clear as to what the purpose of the team or that department is. And so leaders can play a really unique role in that, in creating more clarity for their teams. And, you know, we often call leaders the chief reminding officers, like, you just got to consistently, consistently remind folks.

00:16:18:15 - 00:16:20:16
Ryan Jenkins
And again, it's so crucial, especially when.

00:16:20:16 - 00:16:21:01
Wayne Turmel
We're in a.

00:16:21:02 - 00:16:35:13
Ryan Jenkins
Remote or hybrid environment, because it's so easy for us to kind of lose track of what it is we're doing. And and that clear direction is so important. So to sum that up, that would be confusion, spurs alienation, but connect the clarity cultivates connection.

00:16:36:14 - 00:17:02:08
Wayne Turmel
And there's a very thick line to be drawn again to meaning. Right? The role of meaning, meaning in the work, meaning to the tasks. Yeah. And all of that. Good stuff. Ryan, I could geek out on this for a very long time. For those of you who haven't read the book Connectable How Leaders Move From Isolated to all in place do so.

00:17:02:20 - 00:17:23:11
Wayne Turmel
You and I were talking before the tape was rolling, though, and I don't want to let this go by a because we think about remote work, we think about the technology involved to make all of that happen. You actually have a technology to help people be less lonely.

00:17:23:11 - 00:17:49:10
Ryan Jenkins
Yes. Yeah, I know. It's kind of a it seems contradictory at times. And in the book we talk about how technology is causing us to choose convenience over connection. And we're slowly turning our backs on humanity when we're when we consistently choose to adopt more technology. But we think we're trying to find the best of both worlds. We're trying to make it convenient, but also then use that convenience as a way to cultivate space for more connections.

00:17:49:23 - 00:18:22:01
Ryan Jenkins
And so, yeah, we, you know, we're all about creating solutions to overcome this loneliness issue. Yes, loneliness has been rising ever since the Bowling Alone came about, and it's still continue to rise. But that means it's malleable, which means it can come down. And we built a tool called Like Minded. It's like minded A.I., where it's a tech platform that actually helps folks find friends at work and it uses a personality assessment, kind of your interest in your your career or life stage to match you with folks where, you know, you'll have a really deep connection.

00:18:22:01 - 00:18:40:10
Ryan Jenkins
And we've found that to be really helpful because oftentimes people want that connection, but it's just like, where do I start? And I don't want to get down a certain path. And that, you know, not work out and it's clunky. So we wanted to give a tool that really helps folks to to get rid of all that. And we're excited about where this where this could go.

00:18:40:19 - 00:18:43:16
Wayne Turmel
Which just sounds like eHarmony for work buddies.

00:18:44:20 - 00:18:45:21
Ryan Jenkins
You got it. You nailed it.

00:18:47:12 - 00:19:16:06
Wayne Turmel
Ryan Jenkins, thank you so much for being with us. I'll give you the last word in just a moment. I want to remind people thank you for listening to the Long-Distance Work Life podcast. You guys know the drill. You listen to podcasts or you wouldn't be here. Please like and subscribe. Tell your friends about us. The show notes links to everything, including this software that Ryan was just talking about will be on our website long distance worklife dot com.

00:19:16:20 - 00:19:40:18
Wayne Turmel
You can take advantage of a four part video series on demystifying remote work. You'll find that on the site. And of course, if you want to connect with myself or Marissa who is not Melissa way way to Kevin Eikenberry dot com Marissa and Kevin Eikenberry dot com. I will never hear the end of this. Ryan, last word goes to you, man.

00:19:40:18 - 00:20:06:23
Ryan Jenkins
You know, I love this quote we profiled in the book from the late Robin Williams, the actor and comedian. He once said, I used to think the worst thing in life was to end up all alone, he said. It's not the worst thing in life is to end up with people who make you feel all alone. So may we never be the people that make others feel lonely, especially when we're with them, and especially when they're on our teams.

00:20:08:02 - 00:20:37:07
Wayne Turmel
Preach, brother. Thanks, everybody for joining with us on the Long-Distance Worklife. My name is Wayne Turmel. We will see you on the next episode. Don't let the weasels get you down.

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Ask Wayne Anything, Hybrid Work, Working Remotely

Busting the Myths of Remote Work

Wayne and Marisa chat about some remote work myths and whether or not they're true. They cover: whether or not brainstorming is impossible if you're remote, not being able to collaborate remotely, and whether or not innovation is stifled remotely.

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Free Video Series!

Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

View Full Transcript

00:00:08:02 - 00:00:26:14
Wayne Turmel
Hi everybody. Welcome back to the Long-Distance Work Life Podcast, the place where we discuss what it takes to work and thrive and survive and keep the weasels at bay in remote and hybrid work. With me is my co-host and buddy Marisa.

00:00:26:14 - 00:00:27:05
Marisa Eikenberry
Hey, everybody.

00:00:27:05 - 00:01:01:15
Wayne
Hello. Hi, Marisa. And this is one of those episodes that we actually have been told by you that you really enjoy where Marisa goes to the giant pile of questions and there are piling up about remote work and chooses some more or less a random and gives me just enough warning that I'm prepared but not enough to be rehearsed on and so, Marisa, we have a couple of questions today with the same theme.

00:01:02:05 - 00:01:16:18
Marisa
Yeah. So this week I thought we would kind of take some of these remote work myths and kind of bust them essentially because we know that they're not true. But goodness knows on seeing it everywhere. So I thought we would start with those today. Is that alright?

00:01:17:11 - 00:01:21:22
Wayne
It's fine. I actually have been accused of looking like one of the guys from Mythbusters.

00:01:22:06 - 00:01:24:05
Marisa
So this is perfect.

00:01:24:06 - 00:01:25:14
Wayne
This is perfect. Yes.

00:01:26:21 - 00:01:49:10
Marisa
So one of the first myths that I see a lot is that brainstorming is impossible if you aren't in the office and, you know, I know for me personally, I actually got into a small LinkedIn disagreement with somebody about this a couple of weeks ago. And this idea that, like, we'll just because you're not in person doesn't mean you can't pick up the phone or start a zoom call.

00:01:49:14 - 00:01:51:10
Marisa
So do you have anything else about that?

00:01:51:16 - 00:02:19:10
Wayne
Yeah, I think that we have certain pre judgments about what brainstorming is and we have this image in our head of a bunch of people in a room gathered around a whiteboard or a flip chart, and everybody's kind of shouting out ideas and we're writing them down, right? And that's where all the good stuff happens.

00:02:19:10 - 00:02:19:18
Marisa
Mm hmm.

00:02:19:18 - 00:02:23:06
Wayne
And it's based on some science.

00:02:23:23 - 00:02:31:23
Wayne
You know, there are things that we do in those situations, writing things down so that our brain continues to think about the.

00:02:32:01 - 00:02:32:09
Marisa
Course.

00:02:32:13 - 00:02:38:23
Wayne
On them and the idea of the energy that somebody says something and you go, No, but what about this?

00:02:39:14 - 00:02:41:10
Marisa
There is killed off of each other.

00:02:41:11 - 00:02:53:17
Wayne
There is a lot to that. And traditionally that's what brainstorming is. We forget, though, that those kind of brainstorming sessions also have some built in problems.

00:02:54:05 - 00:02:55:09
Marisa
Okay, so what are.

00:02:55:09 - 00:02:59:20
Wayne
Your things such as power dynamics at play?

00:03:00:04 - 00:03:00:20
Marisa
Absolutely.

00:03:00:22 - 00:03:27:13
Wayne
Where Marisa has this great idea and she's willing to go to the mattresses and I think she's insane. What I'm not going to fight with her about is, first of all, I have to sit next to her every day, and I'm not going to fight with her. You know, so-and-so's been here a long time and they're their ideas carry more weight or they are just frankly, a bit of a jerk.

00:03:27:13 - 00:03:54:14
Wayne
And if you disagree with them, it's going to get personal. So you sit back. Mm hmm. We have a lot of power. We are finding in certain surveys that, for example, some women and minorities prefer to work virtually because there isn't that physical energy. There isn't that dynamic. There isn't some guy getting loud and belligerent to get in the way of discussion.

00:03:55:03 - 00:03:56:08
Marisa
Mm hmm.

00:03:56:08 - 00:04:27:05
Wayne
You know, synchronous meetings are not always productive and true brainstorming sessions. So what makes brainstorming work? You have to have people understand what it is they're trying to solve. So there has to be kind of a common mindset about. They have to be able to really contribute ideas and capture them and have them where people can see them and build off of them.

00:04:27:14 - 00:04:42:14
Wayne
Right. You have to be willing to go back and reexamine. You have to make sure that everybody understood it. So somebody needs to be moderating and kind of leading it. And you have to know when it's over.

00:04:43:06 - 00:04:45:19
Marisa
Right. Yeah, exactly. Otherwise it'll go forever.

00:04:46:02 - 00:05:13:12
Wayne
Otherwise it goes forever. Well, can you do those things asynchronously? I happen to believe that the best answer is kind of a mix of this and asynchronous. Not all brainstorming sessions need to be a meeting. That's one reason I have too many meetings. But there are ways, for example, that you can have. I'll just give you an example.

00:05:13:20 - 00:05:39:02
Wayne
One kind of process. You have a quick meeting. You define the problem. You say, this is what we need to do. By Thursday, we need to have an answer. And it goes back and they they think and they cogitate and they noodle and they put their ideas in a common place where everybody else can see them similar to writing them on a whiteboard, whether that's a slack or a team's channel or whatever it is.

00:05:39:19 - 00:05:56:04
Wayne
And people assuming that they are motivated and want to solve the problem and want to be part of the brainstorm course entirely separate conversation. But if they are motivated, they can look at that and they could. Then maybe it's time for another synchronous meeting.

00:05:56:22 - 00:05:59:14
Marisa
Right? Yeah. Now you have all the ideas. Let's go through.

00:05:59:16 - 00:06:31:12
Wayne
This. What the heck was that? Right. What are you talking about? Yeah. Or what did you mean by this? And so you clarify it, you talk about it, you kind of eliminate the things that aren't relevant. And then you go on, you do a second batch of thinking about it. Okay. One of the things about traditional brainstorming, which has always frustrated me, is I'm one of those people, the minute I leave the room and go, oh, man, you know what I just thought of?

00:06:31:19 - 00:06:33:14
Marisa
Yeah, absolutely.

00:06:33:14 - 00:06:59:15
Wayne
Synchronous brainstorming sessions don't allow for that. Right. This pressure of, hey, great, we reached consensus here. We're out of here. On to the next problem, and there's no time to go back and add more thought to it. So there are ways of doing synchronous and asynchronous brainstorming that don't involve everybody being in the room at the same time.

00:07:00:02 - 00:07:04:15
Wayne
What it does require, though, is a high degree of engagement and motivation.

00:07:05:00 - 00:07:05:13
Marisa
Of course.

00:07:06:08 - 00:07:34:16
Wayne
What that generally means is you have fewer people working on the brain stem, bringing in the whole team. You bring in the people who are most highly motivated, who have a high stake in that. There is an inherent danger of that is that you don't get the outsider opinion. Mm hmm. On the other hand, how often in a team meeting does somebody who isn't involved with this process really contribute?

00:07:35:01 - 00:07:36:13
Marisa
Right. Yeah, it's a little bit of both.

00:07:36:21 - 00:08:02:03
Wayne
In a perfect world, it would, you know, you want that outsider opinion. But generally, asynchronous brainstorming is a little bit smaller group tighter timeframes, not as tight as we're going to walk into the meeting. We're going to brainstorm. We're going to walk out with an answer, of course, but some tight time frames and people are expected to hold up their end of the bargain.

00:08:02:14 - 00:08:05:00
Marisa
Of course. Yeah. You want them to give their input.

00:08:06:17 - 00:08:18:08
Wayne
And you expect it and it's a performance expectation. There are no shortage of teams who can prove that on a regular basis, not the least of which is us.

00:08:19:00 - 00:08:19:09
Marisa
Right.

00:08:20:17 - 00:08:39:15
Wayne
I mean, on a very small scale, this podcast was originated, hosted, all put together wi find guests. We figure out what we're going to talk about. We run the thing, and you and I have not seen each other.

00:08:40:08 - 00:08:48:17
Marisa
Uh, did we see each other last year, right before the team meetings? Nope. So two years, three years.

00:08:48:17 - 00:08:59:02
Wayne
And two years since we've been in the same room. You know, not all brainstorming is equal. Not all problems are equal.

00:08:59:10 - 00:08:59:22
Marisa
Of course.

00:09:00:18 - 00:09:13:05
Wayne
So let's be reasonable about that. But it can, in fact, be done. There's a simple example. Same with Well then what's the next question on your list here?

00:09:13:13 - 00:09:31:20
Marisa
Yeah. So two going on with that and that absolutely coincides with what we were just talking about. Like there's this myth that you can't collaborate remotely either. I mean, you and I have been collaborating about this podcasts, you know, since last December when I brought it up to you. And we haven't seen each other in person in two years.

00:09:32:10 - 00:10:06:22
Wayne
All right. Can you collab? Yes, you can collaborate asynchronously. Mm hmm. We see plenty of examples of this in technology. We see plenty examples. You know, my favorite example always is the Hubble telescope, which went into space, and it wasn't like people could actually go to the telescope and fix it. It was fixed at a pretty good distance by people all over the world and they made the darn thing work.

00:10:07:03 - 00:10:07:13
Marisa
Yeah.

00:10:08:10 - 00:10:15:16
Wayne
There are plenty of examples of having it work. Here's the challenge and here's why people say it doesn't work.

00:10:16:01 - 00:10:16:09
Marisa
Okay.

00:10:17:12 - 00:10:44:05
Wayne
Very similar to the brainstorming thing. Number one is the social norms and the shorthand that happens when people know each other and they know each other's work style and they know that you don't bug Marissa in the morning and that Wayne is completely useless in the afternoon. And if you give Wayne too much detail, his head will explode.

00:10:44:15 - 00:10:49:04
Wayne
Right. You don't give Guy enough detail. He will take your life and you need to.

00:10:49:05 - 00:10:51:03
Marisa
He'll just ask you questions until you get the.

00:10:51:03 - 00:10:54:12
Wayne
Dynamics of how we all work together.

00:10:54:22 - 00:10:55:08
Marisa
Right.

00:10:55:08 - 00:11:12:21
Wayne
You learn that kind of by osmosis when you work with people every day. You develop that shorthand, that helps make work happen and bring ideas and create great results.

00:11:13:09 - 00:11:13:15
Marisa
Mm hmm.

00:11:14:07 - 00:11:21:06
Wayne
Can that happen in a virtual environment? Yes. Does it happen as easily? The answer is no.

00:11:21:15 - 00:11:23:18
Marisa
Right.

00:11:24:13 - 00:11:50:04
Wayne
So it means that your team has to take the time to understand each other. Things like. And this isn't a panacea by any stretch of the imagination, but things like. Do you all know each other's desk profiles? Right. And your work is, you know, your work styles, whether that's disc or 16 types or whatever.

00:11:50:19 - 00:11:53:18
Marisa
Yes. We'll have a link in the show. Notes to desks, personality testing.

00:11:53:23 - 00:12:15:04
Wayne
You know what? And I will confess to being a little cynical about all of those, because the purpose of them is not that one is brilliant and the rest are all wrong. Of course, that it's a snapshot in time that gives you enough information that you can be informed how to best work with this person.

00:12:15:10 - 00:12:21:13
Marisa
Yeah, it's a tool, just like anything else. And it's also not a way to pigeonhole people. But that's a totally different conversation, right?

00:12:21:20 - 00:12:33:09
Wayne
Right. But if I know, oh, this person is a big detail person, I might pick that up in conversation. But if I know that going in, it's going to help me.

00:12:34:01 - 00:12:34:16
Marisa
Of course.

00:12:34:17 - 00:12:50:17
Wayne
Be more effective in working with that person. There are plenty of organizations that work virtually and managed to collaborate and create good work. Here's the thing about that. It's not natural.

00:12:51:14 - 00:12:51:23
Marisa
Okay.

00:12:52:08 - 00:12:55:19
Wayne
It is literally unnatural. We are social creatures.

00:12:56:02 - 00:12:56:11
Marisa
Right.

00:12:56:14 - 00:13:12:00
Wayne
Want, you know, most of us, most human beings get little dopamine blasts of being with and laughing and having fun and sharing a pizza and, you know, being silly and all of that stuff.

00:13:12:01 - 00:13:12:15
Marisa
Of course.

00:13:12:16 - 00:13:24:15
Wayne
Helps us collaborate and we are overcoming some of that with distance. Again, though, it requires a higher level of proactivity from the people involved.

00:13:25:07 - 00:13:49:05
Marisa
Right. I was going to say some of the tools. I mean, I know that we've been talking about asynchronous work a lot here recently, but like some of the other tools that I've seen too, like I know Zoom whiteboards, if I remember correctly. Now, they have an asynchronous option for those. Another tool that we've utilized a little bit here, other than Zoom is Slack has something called huddles.

00:13:49:05 - 00:14:13:06
Marisa
Now that if you if you're talking to somebody in a Slack chat and you're like, hey, actually, this would be way better as a voice chat, you hit a button. And it's I mean, it's faster than a phone call at this point, and they're going to add video later this fall. So, I mean, there are ways to simulate this simulate this whole concept of coming down the hallway and, hey, knock on your door.

00:14:13:13 - 00:14:15:14
Marisa
I need to talk to you about this.

00:14:16:02 - 00:14:24:00
Wayne
Here is the challenge with that. And it's okay, real challenge. And I know because I am one of those people who are challenged by this.

00:14:24:05 - 00:14:24:12
Marisa
Okay.

00:14:25:17 - 00:14:29:04
Wayne
Technology works. If you use it.

00:14:29:16 - 00:14:30:05
Marisa
Of course.

00:14:30:20 - 00:14:54:22
Wayne
If you know how to use it, if you understand why it adds value. And it's not just something else I need to learn. Right. And collaboration is a whole lot easier, as you say, with slack huddles, you're able to get a voice call and soon the video call with the push of a button that doesn't require, hey, let's get on a different tool.

00:14:54:22 - 00:14:56:16
Wayne
Let's log into something else.

00:14:57:02 - 00:14:58:01
Marisa
The scheduling.

00:14:58:02 - 00:15:11:20
Wayne
For it. The more it fits into the workflow and the fewer log ins and passwords and extra things and oh, good. I need to learn a whole new tool.

00:15:12:01 - 00:15:12:11
Marisa
Right.

00:15:13:03 - 00:15:45:07
Wayne
Right. The less of that that goes on, the more people are likely to adopt and use the tool quickly and efficiently. The problem with a lot of technology, and I talk to technology people all the time who say we've got a great solution to this time. And I go, okay, show me. And he shows me. And yeah, it does exactly what they say it's going to do, but it's a separate license, which means I have to get somebody to pay for it.

00:15:45:23 - 00:15:51:14
Wayne
It's more like this tool than that tool. And we use that tool here.

00:15:52:03 - 00:15:52:14
Marisa
Right.

00:15:52:15 - 00:16:04:09
Wayne
Right. Or it's based on this platform. But we don't use that here. It's Google based. But we're a microsoft House or vice versa.

00:16:04:11 - 00:16:04:22
Marisa
Right.

00:16:05:05 - 00:16:16:23
Wayne
And they don't always play well together. So the technology exists. But let's not pretend that just because the technology exists, there aren't barriers to that happening.

00:16:17:07 - 00:16:18:00
Marisa
Of course, and.

00:16:18:00 - 00:16:37:19
Wayne
They're very real. I am an old man with a lot going on. If what I am doing works, it takes a fair amount to get me to adopt a new tool or a new technology until I see proof of concept, until I see that it's not a big deal, or until I am forced kicking and screaming. Yes.

00:16:38:12 - 00:16:42:13
Marisa
Yeah. You really have to convince you why it's a better option. I totally understand that.

00:16:43:04 - 00:16:51:23
Wayne
You know, I have. I have survived. The Betamax is better than VHS wars.

00:16:51:23 - 00:16:53:04
Marisa
And we see how that went.

00:16:53:21 - 00:17:05:16
Wayne
Right. And we see how that went because not only but Betamax is a superior system. I don't care. I know how to use VHS. I can get VHS at the corner store. I'm going to use the.

00:17:06:03 - 00:17:08:20
Marisa
Right, right. And we've seen examples of that for a long time.

00:17:09:03 - 00:17:13:20
Wayne
It's gone forever anyway. And now it's CDs. And now it's something else.

00:17:14:03 - 00:17:14:11
Marisa
Right.

00:17:15:13 - 00:17:21:05
Wayne
So, yes. Can you collaborate? Yes. I know. There's a third one.

00:17:21:13 - 00:17:40:02
Marisa
Yeah. So there's a third one. It really kind of falls under this whole concept of also like that innovation is stifled when working remotely. There are some people out there that think there's no way you can be innovative because you're remote and you're not right there in front of everybody. And Bob, we both know that's not really true either.

00:17:40:16 - 00:18:15:03
Wayne
I actually have some sympathy for people who say this because innovation is a different animal. Okay. Brainstorming, collaboration, there is a defined problem and trying to address that defined problem. And we're all focused on that innovation is usually incremental. It's looking at something in a different way, looking at ways something can be improved or and it very seldom comes from the people on the inside.

00:18:16:01 - 00:18:16:11
Marisa
Okay.

00:18:17:05 - 00:18:28:19
Wayne
And one of the dynamics that happens is that the nuclear team, when we work remotely, can become very, very strong and very, very tight.

00:18:29:06 - 00:18:30:07
Marisa
Of course.

00:18:30:07 - 00:18:56:17
Wayne
What doesn't happen, though, is the conversations with people in other departments and the people in the organization who might be in the building. But you don't have the hallway conversation with the person from marketing or the person from engineering who, you know, has this kind of crazy idea. And that conversation generally doesn't happen the same way when we're remote.

00:18:57:15 - 00:18:57:23
Marisa
Okay.

00:18:58:12 - 00:19:27:06
Wayne
I think that and I don't know quite how to do this. There are organizations that are doing this just fine. But I think that for most people, innovation action comes from the edges and from comes from the outside. And I think that in a remote and a hybrid world, we have to find ways to have those conversations outside of our nuclear team.

00:19:27:11 - 00:19:42:00
Wayne
We need to find ways to cross-pollinate ideas within departments. We need to be free to have conversations that aren't transactional. To just have those. She Wouldn't it be cool conversations?

00:19:42:16 - 00:20:04:03
Marisa
Because I know that something I've seen a lot of people talk about and I mean, granted, it's slightly different. It's before the conversation is this idea that well because we're working remotely now, we're not getting quiet is interrupted as much or we have the ability to, you know, shut off your notifications for a bit and do this deep work thinking that you may not have been able to do when you were in the office, because now nobody's bothering you.

00:20:04:03 - 00:20:25:15
Marisa
And now there's not Susie Crunch in or chips to cubicles down or whatever. And so there is this ability to to think about these larger things and to think about this big picture stuff and to maybe come up with some of those innovative ideas. But you're absolutely right. Like, okay, I have this idea, but if I never talk to Joe in engineering about that, well, then who cares?

00:20:25:20 - 00:20:50:17
Wayne
That's the thing is, yes, we have the chance to daydream and we do have the chance. But do you have a the motivation? What's in it for you to raise the topic? Of course. Bring it up. Right. And the second thing is, is there a mechanism is there a way to share this and have these conversations? Is it encouraged in the organization to have Blue Sky conversations?

00:20:51:03 - 00:20:51:11
Marisa
Mm hmm.

00:20:52:04 - 00:21:27:07
Wayne
And those generally don't happen in a remote environment because we are very transactional and we are focused on tasks and what's happening at the moment. So for innovation to occur, we need to be far more proactive about sharing those ideas and seeking out the opinions of others. And then we need a mechanism to actually talk about the fine and skunkworks, the problem or the innovation.

00:21:27:16 - 00:21:28:21
Marisa
Yeah, absolutely.

00:21:29:01 - 00:21:36:01
Wayne
And so can innovation be done? There are plenty of examples.

00:21:36:06 - 00:21:40:01
Marisa
Yeah, there are big companies that have been completely remote for a long time doing the same thing.

00:21:40:02 - 00:21:46:08
Wayne
Birds. Angry Birds was not created by people who up to the same office every day.

00:21:46:20 - 00:21:50:17
Marisa
Right. Yeah. And was. And look how large that is. Yeah.

00:21:52:02 - 00:22:11:14
Wayne
And the innovative I mean, nobody had an idea like that as a way to run a game in that way. So can you innovate? Yes. Is it easy? No. And I think innovation is perhaps tougher than brainstorming and collaboration, which are much more task and outcome defined.

00:22:12:02 - 00:22:16:17
Marisa
That totally makes sense. It's more big picture thinking. It's harder to do. Absolutely.

00:22:16:19 - 00:22:17:03
Wayne
There.

00:22:17:19 - 00:22:24:16
Marisa
So can we consider all three of these myths busted with a little bit of here and there?

00:22:25:00 - 00:22:31:13
Wayne
Two of them, I think. Two of them, I think, are busted. One is slightly damaged.

00:22:31:20 - 00:22:51:08
Marisa
Societally damage. I'll take it. I will take it. If you guys have any other myths that you would like us to talk about, whether we confirm that they are true or bust them, by all means, let us know. And I want to thank you so much for listening to the long distance work life and for shownotes transcripts and other resources.

00:22:51:08 - 00:23:07:16
Marisa
Make sure that you're visiting longdistanceworklife.com. If you haven't yet, subscribe to the podcast so you won't miss any future episodes. And while you're there, be sure to like and reveal that helps our show reach more teammates and leaders just like you. Feel free to contact us via email or LinkedIn with the links in our shownotes.

00:23:07:21 - 00:23:40:17
Marisa
And let us know you listen to this episode or even suggest one of these myths for us to bust in a future episode. And lastly, if you'd like to gain greater confidence free with your virtual team, sign up for our Demystifying Remote Leadership video series at long distance work life dot com slash video. And as Wayne likes to say, don't let the weasels get you down.

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Guests, Leadership, Surviving Remote Work

Returning to Office with Kevin Eikenberry

Wayne joins Kevin Eikenberry to discuss how return to office is going. What are some things that aren't going so well and, for the companies that are succeeding at this, what are they doing? 

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00:00:08:09 - 00:00:35:20
Wayne
Hi everybody. Welcome to the Long-Distance WorkLife Podcast. I am Wayne Turmel. This is the podcast where we desperately try to learn some new skills and information to help us thrive, survive, generally keep the weasels at bay in this crazy world of remote and hybrid work. This is a Marisa-less episode, as most of our interviews are, but we are not.

00:00:35:20 - 00:00:59:20
Wayne
Eikenberry-less, as a matter of fact, the person joining us today is the namesake of the Kevin Eikenberry Group. And my friend and my boss and my coauthor of The Long-Distance Leader and Long Distance teammate, and he's actually one of the most qualified people to talk about today's topic. So, Kevin, how are you, man?

00:01:00:12 - 00:01:07:03
Kevin
Well, I'm good. I'm glad you didn't bring on people that are unqualified to talk about whatever your topic might be. I'm glad to be with you.

00:01:08:05 - 00:01:36:12
Wayne
So we've been talking a lot as an organization about how the return to work is going and what our customers are experiencing. And it occurred to me the last time we had this conversation that it was probably a conversation other people are interested in. So for those of you who don't know and I can't imagine there are many of you listening to this, Kevin is a very sought after thinker and speaker in leadership.

00:01:36:12 - 00:02:04:22
Wayne
He's regularly, regularly on lists like, you know, it's top 50 leadership thinkers and all that good stuff. So he talks a lot to organizations at a higher level even than I do. So Kevin, the return to office thing kind of started in June. All these organizations were getting ready and then there were fits and starts and some of it was working and some of it wasn't.

00:02:05:08 - 00:02:13:19
Wayne
And most organizations are kind of somewhere on the return to office journey. What are you seeing out there?

00:02:14:12 - 00:02:34:10
Kevin
An interesting thing is, you know, people have been thinking about this now for a year and a half. Right. And we've got some big clients, names of companies that you have products in your homes for that we're going to do this a year ago in June and then in July and then in August and then later. And I think that that's just an example of what where many people are.

00:02:34:10 - 00:02:56:14
Kevin
Right. And lots of people made proclamations and statements, some of which they've had to take back about what they were going to do or not do. And I think that, you know, I wish I knew what percentage of organizations have actually made a decision. I think there's like three parts. Have you decided what it's going to be? Have you delineated that and have you implemented that right?

00:02:56:14 - 00:03:23:01
Kevin
And I think that I wish I knew, Wayne, what the percentage of each of those were. My sense is there's people in all those buckets. And and it's really fascinating to me. And I knew we were going to have this conversation and I had it to be somewhat coherent. So I've been thinking a lot more about maybe what the reasons why people are in the different buckets, like why wouldn't we be further along this path?

00:03:23:01 - 00:03:26:07
Kevin
Because we all knew it was coming right. And maybe we'll get there as we go.

00:03:26:13 - 00:03:44:00
Wayne
Yeah. What are you seeing out there in terms of, you know, how is it going when it's the return of. It's great. Is it pretty much what people thought it was going to be? Is it different than people thought it was going to be? What's your sense of that?

00:03:44:04 - 00:04:01:08
Kevin
I think it depends a little bit on what what the decision was that an organization made. Right. Like how much different is it than where they were for the last two years? I think that's one of the things. And I think that like any big change like this, there are there are unforeseen or unintended consequences that are coming along with it.

00:04:01:14 - 00:04:20:08
Kevin
And I think maybe and this may end up being my biggest message in this conversation, Wayne, is that it's at least as much about how they've implemented it. Well, it's at least as much about how they decided on what the plan was going to be and how they implemented that plan as it is about what the actual plan was.

00:04:20:18 - 00:04:31:17
Kevin
Right. Because, you know, I don't know that there is there's certainly not a global right answer. It used to sort of be if you had a sales team, they were remote. Everyone else came to the office. Right.

00:04:32:07 - 00:04:41:02
Wayne
It's not even the global. I don't even think it's a global answer. I think inside organizations, different functions and different teams exactly are going to be different.

00:04:41:03 - 00:05:06:22
Kevin
The point is there used to be like an answer, right? Like it was kind of black ish and whitish. And now the there's not a single right answer. There may be a best answer for your organization or your team or your department, but that isn't necessarily the same as everybody else's right answer. And so I think that there's a lot the organizations that are having the most success, whatever their decision is.

00:05:06:22 - 00:05:32:13
Kevin
And I think when sometimes we get sort of people think, oh, they're proposing everyone ought to be remote. We're not proposing that. What we're proposing is people ought to figure out what the right answer is for their organizations, and there's probably some flexibility in that. But what it actually is depends a lot on a lot of factors. And I think the organizations having the most success, whatever decisions they've made, comes down to who all did they involve in the starting point and how did they implement it as opposed to what they actually decided?

00:05:33:06 - 00:05:58:19
Wayne
Yeah, I know where you're going with this because we've had this conversation. But when you say who they've involved in this, I get the feeling that those organizations that were kind of top down here is the policy delivered from Mount Olympus are the ones that perhaps have had the most surprises, without question.

00:05:58:22 - 00:06:19:18
Kevin
And even if that decision was one that looked an awful lot like what people maybe hoped for, like maybe people in the organization were hoping for some flexibility and maybe even looks a little bit like that. This is the kind of decision that shouldn't be made in a bubble. It shouldn't be made by people that all have here the color of mine, yours.

00:06:20:00 - 00:06:46:14
Kevin
It shouldn't be made by people. It should be made with everyone. You know, I guess the word is stakeholder. All of the stakeholders involved, because, number one, they're all impacted greatly. And the other thing is, they all have information and experience from the last two years. Right. There's a lot of leaders that have felt like in relationship to return to office and other things in this whole sphere wane that I'm like, I don't I don't have all the answers.

00:06:46:14 - 00:06:52:22
Kevin
Kevin What am I supposed to do? I said, You're not supposed to have all the answers. You're supposed to work with your team together to find your answers.

00:06:53:10 - 00:07:21:08
Wayne
Well, I think one of the maybe most surprising things for senior leaders is that if you give people essentially two years to sit and think about what they want, they will think about what they want. What they want may be radically different than it was two years ago. And so if you are not including people in that discussion, your assumptions just may be completely off.

00:07:22:07 - 00:07:51:00
Kevin
Well, and I think, you know what people want. Not only do they have time to think about it, but they had a chance to experience something different, you know? And you and I have talked to this 100 times. Well, what we growing up thought work was when and where and how and all that is drastically different than it is now for our daughters, certainly, but for lots of people that have now been working from home for two or two and a half years.

00:07:52:10 - 00:08:06:23
Kevin
And some people that at the beginning said, I never want to go back. Now, some them are saying I want to go back some of the time. Right. So it's an it's an evolving thing. And to your point, we need to involve the people that have experienced it well.

00:08:07:01 - 00:08:29:14
Wayne
And I think, you know, it goes back to what some of those assumptions are I've shared with you before. I have a client who has done very expansive and expansive returning to work surveys. And in a nutshell, what they're finding is there's less than 10% of people who have been working from home who can't wait to get back at the office.

00:08:29:14 - 00:08:52:17
Wayne
They need that. They want the structure. They want the social activity. They want all that stuff. And then there's another slightly less than 10% who never want to see an office again. We are perfectly happy being where we are. Thank you very much. And that leaves 80% of the workforce who are on a spectrum of outcome.

00:08:53:04 - 00:09:00:16
Kevin
If I lost to I'd like to get in once a week or two days a week, or I want to see my team every few weeks or whatever.

00:09:00:21 - 00:09:19:16
Wayne
But that big thing is that requests for flexible ability is the number one thing that we're hearing from people and employers are hearing. And it's impacting how you retrain, retain people. It's impacting who you can attract as workers. It's got a lot. It's got yeah.

00:09:20:06 - 00:09:35:16
Kevin
I've been saying for a long time, it's the future. I don't know what the future of work is, but the future of work is flexible and it's flexibility in terms of when we where we work, when we work. We can talk about that if you want and who we work with and a whole bunch of other things. And here's the thing.

00:09:35:16 - 00:10:09:07
Kevin
Big organizations with policies, flexibility doesn't jive with that very well. And so I think another piece of this puzzle is how do we help? How do we, in the work that we do, help organizations think passed a policy to guidelines or or guardrails or expectations, whatever you want to say it how we want to say it, because I don't think policy is necessarily the right answer here, because it tends to overly prescribe and box people in which is part of where people's issues are.

00:10:09:19 - 00:10:34:03
Wayne
And with all due respect, nobody cares what we worry about or think about. And, you know, people are listening to this conversation looking for what the heck do we do? So why don't we start with what are one or two things that you're seeing people do very well? What just a couple of examples of the folks that we've worked with.

00:10:34:15 - 00:10:38:18
Wayne
What are a couple of things that companies that are getting this right are doing?

00:10:39:22 - 00:11:02:13
Kevin
Well, getting past what we've already said, which is engaging people in the front end of it. Think things the things that thing that people are doing well is, number one, they're recognizing that if we're coming in, the work needs to be different when we're in versus when we're out. If we're going to come into the office and sit at our computer all day with our headset on and never talk to anybody, why did we come in?

00:11:02:17 - 00:11:22:00
Kevin
Which is what many employees have said, like, why am I coming in to do exactly what I did at home? So I think what organizations are doing right is that they're they're rethinking the work that we do on the days that we're in versus the days that we're not. And that's there's there's sort of team discussions around that, but there's also individual routines around that.

00:11:22:00 - 00:11:44:17
Kevin
Right. And I think the next thing that organizations that are getting this right are doing is they're supporting their team members and leaders in in building the skills to communicate differently, to collaborate differently, and to have that different set of routines and expectations on the different days, whether they're in or whether they're out.

00:11:44:21 - 00:11:57:07
Wayne
Yeah, let's do a little bit of a dove into what some of those routines are, because we a lot of organizations weren't ready for when COVID pushed them across.

00:11:57:13 - 00:11:59:02
Kevin
You mean like almost all.

00:11:59:12 - 00:12:10:01
Wayne
Like almost all. I can't count the number of people who said, yeah, we're going to implement a strategy in the next six months. And then, oops, it's March. And we weren't.

00:12:10:01 - 00:12:11:10
Kevin
Ready. When we were ready.

00:12:11:21 - 00:12:36:03
Wayne
They were ready. We've been standing on that corner for a while. It just took everybody else to join us. I am kind of curious though, there were some things that kind of went from 0 to 60. I would say Zoom went from what? Zoom to a verb to a syndrome. In less than 18 months. It was fascinating to watch.

00:12:36:19 - 00:12:55:21
Wayne
Yeah, but there are some behaviors and some things that have taken on a life of their own while people were remote. And as we think about returning to the office, we have to address them. I'm thinking particularly about just the back to back meetings thing.

00:12:55:21 - 00:13:21:11
Kevin
Yeah, for the most part, we didn't like meetings when we were all together and so then when we weren't together, we had more of them. Right. So like, that's not necessarily a good approach, right? So I think that figuring out how to have other ways to communicate besides meeting, thinking more about asynchronous ways of getting things accomplished and collaborating.

00:13:22:02 - 00:13:38:20
Kevin
And I think that organizations that have figured some of that out have been more successful teams that have figured some of that out have been far more successful because, you know, it used to be, as you used to say in the before times, if people work from home for a day, they were very productive because they weren't interrupted.

00:13:39:00 - 00:14:08:02
Kevin
They had they had time where they could, you know, do heads down work or whatever. And and the opposite that has become true. Right. We've got more different things that can send us dings of notifications than ever before. So teams, leaders, individuals, organizations that have figured some of that out, whether that's things like no meeting Wednesdays or whether that's no email Fridays or whether that's being far more judicious about when we choose to have a meeting or what we choose to have a meeting about.

00:14:08:15 - 00:14:13:08
Kevin
All those sorts of things I think are things that can help us significantly.

00:14:13:20 - 00:14:39:09
Wayne
Yeah, I think that there's it's funny, I think about why did we suddenly have so many meetings? And I think it's two things. One is we got to get the work done and we've always done the work collaboratively, so we need meetings. And the second part of it was this crying need for human contact that, you know, we're trying to keep the team together and we're trying to keep relationships formed.

00:14:39:09 - 00:15:07:10
Wayne
And and so everything then became a meeting because it was doing double duty. There was the function of the meeting and there was the social component. But I know that we've been doing a lot of work around asynchronous meetings. We wrote about it quite a bit actually in the book that's coming out in February. The Long Distance Team, maybe you can talk a little bit about asynchronous meetings.

00:15:08:10 - 00:15:13:14
Wayne
When do they work and why should we give them more respect than maybe we did?

00:15:14:02 - 00:15:33:08
Kevin
Well, the first thing, the way that I mean, you could say it's an oxymoron to say an asynchronous meeting. But really, the thing is, how can we collaborate in ways that don't require us all to be in the same place at the same time? And we certainly have the tools that allow us to do it. But I think a couple of the things that are critical are, number one, a very clear desired outcome or a very clear problem statement.

00:15:33:08 - 00:16:06:13
Kevin
All depends what you're collaborating on, like what are we really trying to accomplish and making sure that everyone's crystal clear on that, because then we can be we can be more far more effective. Now, as it turns out, that also makes synchronous meetings far better. And it's one of the reasons they aren't very good. But if we can get clearer on that on the front end and we can ask questions that everyone understands and they can then do their do that thinking on their own before they respond, whether that response that happens in a meeting or that happens in a in a in a Slack channel or a microsoft teams channel or whatever, or whether

00:16:06:19 - 00:16:24:17
Kevin
whatever that looks like or whether that's in a, you know, a digital whiteboard that everyone has access to all the time. And they can add stuff to whatever it is. The point is that getting clearer focus and intentionality about what the outcomes are will help us a great deal. A great deal.

00:16:25:21 - 00:16:55:08
Wayne
So one of the things which I'm experiencing with my clients and I know a lot of the people listening to this are experiencing, is there are organizations that have charged, they had made decisions and now they find out maybe it wasn't the right decision. There are organizations, CDNs, that are trying to implement things gradually, kind of methodically, but there are a ton of organizations who are just frozen in their tracks right now.

00:16:55:22 - 00:16:56:04
Kevin
Yep.

00:16:57:13 - 00:17:11:00
Wayne
I mean, first of all, why is that? They're perfectly smart, capable people. Why have they come to a screeching halt? And then if you are in an organization that is kind of paralyzed at the moment, how do you crack that?

00:17:11:22 - 00:17:30:12
Kevin
Yeah, I've thought a lot about these two questions, especially the first one, and I think there are a bunch of reasons and we don't have time to unpack them all. But I'll say a couple of things. Number one is we're frozen. People are frozen in their tracks because they're just so darned. There's so much uncertainty. Right? And when we really don't know, we make up.

00:17:30:12 - 00:17:50:09
Kevin
Make it up. We make up the worst, like the worst is going to happen when we're going to have another. And and then the next one is they're they're waiting for someone else to have the right answer. And every time a big organization makes some proclamation, first of all, they're not all proclaiming, proclaiming the same thing. Some senior leaders are saying, we're bringing everybody back.

00:17:50:09 - 00:18:06:05
Kevin
Some senior leaders are saying we're letting people work from home. They're not even necessarily the organizations you would have guessed would have said one or the other originally. And so people are kind of waiting for someone to say, generally, what's the right answer? And no one's coming out with that because there's not going to be a single right answer.

00:18:06:09 - 00:18:36:20
Kevin
So it's the uncertainty kind of waiting for something, people being scared to do something wrong. And quite honestly, I think there are a lot of senior leaders that really want more people in than out. And they feel at odds with their with their workforce thinking that, well, what I want, if I implement that, they're all going to leave, which is possible.

00:18:37:03 - 00:18:59:08
Kevin
But when we put ourselves in that mode of pitting ourselves the outcomes versus the folks doing the work, getting those outcomes, we're framing it incorrectly. Right. And so we've got to we get past it by getting all of us on the same page together and we get past it. And so to answer the second part of your question, I would say, well, one more one more reason that we're not making progress.

00:19:00:01 - 00:19:17:11
Kevin
And that is that I often say that you only have a problem if you know what you've got and what you want. And if you don't know what you want, you don't have a problem yet. Right? So a lot of people really don't know what they actually want. So we're good at solving problems, but there isn't really a clear problem.

00:19:17:20 - 00:19:42:01
Kevin
There's just something that isn't the way. We're not sure that the way it is needs to be the future or not. And what I would say is, if you want, you're in the organization, you're a front level leader, you're a mid-level manager, you're an individual contributor, and you're trying to help your organization get off the dime. You're trying to have your team get off the dime, say, just try something, nothing has to be the final answer.

00:19:42:06 - 00:20:10:01
Kevin
Let's try something. Let's ask ourselves, what have we learned in the last two years? What worked better before that? We don't want to lose what's been working for us now, what's not been working for us now. Let's try something. Call it a pilot. Call it a test. Call it 30 days, call it 60 days. Do something. Because once we do something, we can start to say we small steps almost always help, right?

00:20:10:01 - 00:20:19:05
Kevin
And so we try something, we learn something, we take the pressure off of it because we're not saying it's a decision, we're saying it's a test. I think that's the best thing we can do.

00:20:19:14 - 00:20:41:17
Wayne
That's great advice. Thank you so much, Kevin. Obviously, you and I have talked for hours about this and the conversation could go on forever and people don't have that kind of time in their life. So for those of you who want to talk more, Kevin, of course, is on LinkedIn you can reach me Wayne@KevinEikenberry.com.

00:20:42:01 - 00:21:09:00
Wayne
The lovely and talented Marisa at Marisa@KevinEikenberry.com. You of course can find show notes and links to any number of things by visiting the web site for the podcast. Longdistanceworklife.com. If you are interested in remote work and getting your mitts around it, you may consider our video series which is totally free, which you can link to from the Web site.

00:21:10:00 - 00:21:20:03
Wayne
Kevin, thank you so much for being with us. Really good advice and always, always good to talk to you, brother.

00:21:20:03 - 00:21:29:20
Kevin
Well, thank you and thanks for thanks for putting for putting the effort into doing this podcast and it's making a big difference for people. And and thanks for having me.

00:21:29:20 - 00:22:04:12
Wayne
And those of you listening know the drill like and subscribe. Tell your friends. Word of mouth is very important in spreading these things in which unless you don't like it, in which case keep your mouth shut. We appreciate you. Have a great day. Thank you for joining us on the Long-Distance Worklife.

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Ask Wayne Anything, Working Remotely

What is a Head of Remote?

Head of Remote, Chief Remote Officer, Director of Remote Work, we've heard this position called many things. But what is a Head of Remote anyway? Marisa asks Wayne about what a Head of Remote does and if companies need this position or not. 

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Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

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00:00:09:06 - 00:00:21:18
Marisa
Welcome back to the Long-Distance Worklife where we help you lead, work and thrive in remote and hybrid teams. I'm Marisa Eikenberry, a fellow remote worker, and joining me is my co-host and remote work expert, Wayne Turmel. Say hi, Wayne.

00:00:23:02 - 00:00:27:05
Wayne
Hi. And yes, please call me an expert. And everybody immediately goes.

00:00:28:19 - 00:00:30:07
Marisa
Okay, well, compared to me.

00:00:30:20 - 00:00:32:13
Wayne
Well, if we but we we

00:00:32:13 - 00:00:33:03
Marisa
You wrote the book!

00:00:33:03 - 00:00:40:07
Wayne
We're having this discussion about the fact that the minute you call yourself a guru, you automatically put this giant target on your back.

00:00:41:11 - 00:01:10:06
Marisa
Guru ninja, that's a little different. Expert is a totally different ball game. But speaking of titles, I wanted to talk about head of remote. So you know, we see this under many names. You see head of remote, you see chief remote officer, director of remote. There's plenty more that I could go on and on with. But I wanted to boil it down to let's just start with what is a head of remote anyway?

00:01:10:11 - 00:01:20:15
Wayne
What is a head of remote? If you think about the unique challenges of remote work in an organization.

00:01:20:15 - 00:01:21:03
Marisa
Mm hmm.

00:01:21:03 - 00:01:22:12
Wayne
There are a lot of moving parts.

00:01:22:19 - 00:01:23:06
Marisa
Of course.

00:01:23:16 - 00:01:39:10
Wayne
There's as. How do we hire and find people? There's. What technology should we be using? There's what are the processes that we're going to institute? What infrastructure do we need to all those things. Right.

00:01:39:10 - 00:01:39:17
Marisa
Right.

00:01:40:05 - 00:01:48:03
Wayne
And they all belong to different pieces of it. A lot of organizations leave all the technology decisions to it.

00:01:48:17 - 00:01:52:02
Marisa
Mm hmm. Which may or may not be the greatest decision.

00:01:52:06 - 00:02:38:00
Wayne
I love to love and respect to the i.t people, but they should not be making all the decisions. Right? Right. I t doesn't really know and work every day with the same processes and tools that the sales team does, which is different than the accounting team, which is different than somebody else. And this is how organizations wind up with moderately okay tools because i.t is looking for one thing, one ring to rule them all so that they're not having to learn and support eight different tools and and they may or may not be doing the right thing for the various business units.

00:02:38:00 - 00:02:41:13
Wayne
That's just an example. Right. Not to pick on them.

00:02:41:13 - 00:02:43:23
Wayne
Yeah. Not a criticism. Goodness knows, I'm IT too.

00:02:45:07 - 00:02:52:11
Wayne
But the fact remains that in most organizations, nobody owns this stuff.

00:02:52:22 - 00:02:53:06
Marisa
Right.

00:02:53:17 - 00:03:16:22
Wayne
It's nobody's job. Right. And so you've got H.R. desperately trying to put policies in place and you've got managers who are just running their little fiefdoms. The way they're running their little fiefdoms. Right. I'm going. No, this is the tool you're going to use. And I'm probably going to say a lot of really bad things about Microsoft teams today.

00:03:17:14 - 00:03:18:03
Marisa
Okay.

00:03:19:02 - 00:03:24:22
Wayne
But it's because Microsoft Teams is the attempt to find one ring to rule them all.

00:03:25:09 - 00:03:25:21
Marisa
Gotcha.

00:03:26:10 - 00:03:28:14
Wayne
And it wasn't ready.

00:03:29:10 - 00:03:31:16
Marisa
Right. We've talked about this in the previous book.

00:03:31:16 - 00:03:41:00
Wayne
We're down. We'll go down that rabbit hole, I'm sure. The point is that the idea of a head of remote crow, whatever you want to call.

00:03:41:00 - 00:03:41:15
Marisa
It, right.

00:03:41:15 - 00:04:11:05
Wayne
Is a desperate attempt for somebody to take ownership of this particular challenge. And at the moment, you know, people stuck their fingers in the dam kind of as best they could when pandemic hit. And hey, I always said, you know, before the pandemic, I talked to so many organizations that, oh, yeah, we're putting our plan together, we're putting our strategy together.

00:04:11:09 - 00:04:15:01
Wayne
In the next six months, we're going to create a strategy.

00:04:15:09 - 00:04:15:18
Marisa
Yeah.

00:04:16:01 - 00:04:21:08
Wayne
And then they got thrown in the deep end and strategy was replaced by survival.

00:04:21:16 - 00:04:25:14
Marisa
Yeah. Six months became six days. What's the calories in something?

00:04:25:14 - 00:04:38:17
Wayne
Remember in January of 20? Talking to a client this big law firm that was very proud of the fact that by June, they were going to have, I think, 60% telework.

00:04:39:04 - 00:04:39:10
Marisa
Okay.

00:04:39:20 - 00:04:54:02
Wayne
As they called it at that time. And by March 17th, it was 100% right. Right. I mean, this pandemic is kind of the perfect example of if you want to hear God laugh, tell them your plans.

00:04:54:09 - 00:04:55:13
Marisa
Right. Absolutely.

00:04:56:14 - 00:05:15:21
Wayne
And so, you know, everybody was treading water and thinking about it and doing the best they could. And some organizations are very nimble and fast and figured it out. Of course, smaller organizations have an easier time making those decisions than larger organizations.

00:05:15:21 - 00:05:17:00
Marisa
Right. Less people to manage.

00:05:17:19 - 00:05:40:07
Wayne
Well, there's less people to manage. There's fewer moving parts. And it's fewer people with more responsibility. I mean, let's just take Kevin Eikenberry group. Yes. 13 people. Kevin's name is on the door. Ultimately, he makes the big, important decisions. Right. We advise and consent and do all that good.

00:05:40:12 - 00:05:41:06
Marisa
We do the research.

00:05:41:06 - 00:05:43:13
Wayne
At the end of the day. Kevin makes the call.

00:05:43:20 - 00:05:46:00
Marisa
Right.

00:05:46:02 - 00:05:58:01
Wayne
Well, you know, does the CEO of Chase Bank need to be down in the weeds about implementing hybrid work?

00:05:58:07 - 00:06:00:04
Marisa
Right. He's going to delegate that to somebody else.

00:06:00:10 - 00:06:05:20
Wayne
It needs to be. But now who gets it? Is it the head of major? Is it right?

00:06:06:05 - 00:06:07:11
Marisa
Hence, head of remote. Okay.

00:06:08:07 - 00:06:37:06
Wayne
And so it's just a way of making sure that somebody owns it, that somebody is connecting the human piece, the technology piece, the process piece, the paperwork piece. You know, there are things that most of us mere mortals never think about. If you've got people in different states, have you file taxes in those states, and what are the labor laws in one state that doesn't allow massive amounts of overtime in another?

00:06:37:13 - 00:06:56:14
Wayne
And, you know, there are so many moving parts as we move to hybrid work that somebody needs to own that. Now, you know. Head of remote. Chief Remote Officer I mean, any time you put a chief in front of anything.

00:06:57:14 - 00:06:59:01
Marisa
Yeah.

00:06:59:01 - 00:07:18:01
Wayne
Because some organizations have a vice president of h.r. Others have a chief human resources officer. What that does is it's kind of like in government, it's the president or the prime minister's cabinet. When you give somebody a C title, you are ensuring them a place at the table.

00:07:18:13 - 00:07:20:22
Marisa
Right. Yeah. They're part of the C-suite now.

00:07:21:01 - 00:07:27:17
Wayne
And somebody with that responsibility is communicating at the very highest levels.

00:07:28:08 - 00:07:29:09
Marisa
Right. That makes sense.

00:07:29:22 - 00:07:48:15
Wayne
So it's and it gets a little bit crazy. I am not a big believer in titles. You know, the example is always in the banking industry. You know, we'll give you in title a title in lieu of a raise. And so everybody in the bank is a vice president.

00:07:49:00 - 00:07:49:08
Marisa
Yeah.

00:07:50:19 - 00:07:59:17
Wayne
You know, and a lot of organizations, people make up their own titles. I mean, we were making fun of people who call them so well for a while.

00:07:59:19 - 00:08:01:11
Marisa
Yeah, I was a web guru.

00:08:01:22 - 00:08:06:23
Wayne
That was a web guru. That's what it said on your card. That's how we introduced you to everybody.

00:08:07:06 - 00:08:10:23
Marisa
That was the job title when I applied. So that's.

00:08:11:00 - 00:08:25:02
Wayne
What I said. I'm going, What? What are we looking for? Oh, we're looking for a web guru. Oh, look, there's your job title. That's right. You know, because titles don't mean anything to the rest of the world.

00:08:25:13 - 00:08:26:06
Marisa
Right. Kevin.

00:08:27:06 - 00:08:38:02
Wayne
Who is, you know, one of the world's leading experts on leadership and it's his company. So he would normally be the CEO or the president. He is the chief potential officer.

00:08:39:13 - 00:08:41:17
Marisa
Yup. Which is nothing to anyone else.

00:08:41:23 - 00:08:48:19
Wayne
I have busted his chops more than once. I mean, what does that even mean?

00:08:48:23 - 00:08:50:06
Marisa
And his response was.

00:08:51:06 - 00:09:14:10
Wayne
I don't know that he's ever really responded. I mean, I'm assuming that it's about bringing out the best in people. And, of course, that's what we do here. And, you know, Kevin is all sunshine and light as opposed to Mr. Cynical here. And it is something different than chief executive officer or president. I mean, first of all, it's the Kevin Eikenberry group.

00:09:14:10 - 00:09:19:06
Wayne
You don't need to be a business strategy genius to figure out that he's the boss.

00:09:19:23 - 00:09:20:11
Marisa
Right.

00:09:21:00 - 00:09:37:03
Wayne
So, you know, call it Fred for all it matters. It's it's the job. So I'm not a big fan of titles. Right. And we know this in our work with leaders, you can be a manager and not be a leader.

00:09:38:02 - 00:09:40:00
Marisa
And you can be a leader and not be a manager.

00:09:40:01 - 00:09:53:01
Wayne
Well, and we kind of differentiate that. And maybe folks have heard us talk about this before on the podcast. But there are large AL leaders and small leaders. And the large AL leaders are the ones with the job description.

00:09:53:22 - 00:09:54:15
Marisa
That we are.

00:09:54:15 - 00:10:03:21
Wayne
Leaders. We are senior leaders. We are managers. We are small l leaders are actually far more powerful. These are the people who exhibit leadership behavior.

00:10:04:13 - 00:10:06:07
Marisa
They have influence and potential.

00:10:06:12 - 00:10:23:22
Wayne
They have influence and they make an effort and they do what they can to make the organization and the people around them better. They exhibit leadership behaviors, but they don't have the nametag that says leader. I mean, not to embarrass you. You are a very good example of.

00:10:24:03 - 00:10:24:15
Marisa
Thank you.

00:10:24:15 - 00:10:42:09
Wayne
I mean, if you look at the org chart of Kevin Eikenberry group, you know. Oh, yeah. Or somewhere between plankton and kelp. Absolutely. Actual food chain. Um, if you look at your importance to the organization, how people respect you, how they work with you, you are far more important.

00:10:42:19 - 00:10:46:02
Marisa
Yeah, I lead projects. I don't necessarily lead people.

00:10:46:02 - 00:10:55:00
Wayne
I don't have you don't have anybody answering to you. Exactly right. But there is no doubt in anybody's mind in this organization that you are a leader.

00:10:56:07 - 00:10:58:22
Marisa
As could be said of many others of us do well.

00:10:59:12 - 00:11:07:16
Wayne
But we hire for that course trait. And, you know, we teach this stuff. It would be really awful if we had a bunch of sheep.

00:11:08:02 - 00:11:08:16
Marisa
Right here.

00:11:09:00 - 00:11:33:00
Wayne
In your organization. But to get back to the point of yes, sation, which is around title. So what does a chief remote officer ahead of remote? There are a couple of things at this stage of where organizations are. This is a combination of project management.

00:11:33:12 - 00:11:33:21
Marisa
Okay.

00:11:34:09 - 00:12:03:17
Wayne
Because organizations are putting i.t. Decisions in place. There's h.r. Is updating its policies on performance reviews and and how we onboard people and all the stuff that h.r. does. It is doing its thing. You know, we've got to put the financial processes in place to make sure people get paid and get their taxes taken out and, you know, their benefits apply and all that good stuff.

00:12:04:03 - 00:12:11:00
Wayne
So there's a lot of moving pieces. And so essentially a a good head of remote is the project manager.

00:12:11:02 - 00:12:12:14
Marisa
Okay. For not just.

00:12:13:19 - 00:12:26:03
Wayne
Now, who do they answer to this? Depends whether it is a big enough project, but it's a big enough project that in most organizations they need at least answer to a VP.

00:12:26:17 - 00:12:27:00
Marisa
Mm hmm.

00:12:27:18 - 00:12:35:04
Wayne
And in a medium sized or a small organization, they're going to want access to the C-suite.

00:12:35:13 - 00:12:36:19
Marisa
Absolutely. That makes sense.

00:12:37:03 - 00:12:44:11
Wayne
So it's partly project management and to be really effective. It's also change management.

00:12:44:22 - 00:12:45:07
Marisa
Okay.

00:12:45:11 - 00:12:52:23
Wayne
Which is a project management is a piece of that. Change management is largely a people skill.

00:12:53:10 - 00:12:58:02
Marisa
Yes. Yeah. Because you have to walk people through those changes and let's get real. Not everybody likes change.

00:12:58:09 - 00:13:40:14
Wayne
Not everybody likes change. You know, it's the whole move my cheese conversation. It's but so there is this very big leader, people, leadership, pieces, project leadership. And then there's the people leadership piece. So, you know, does your organization need a head of remote? Do they need somebody needs to own it? I think in a lot of organizations, probably the kinds of organizations, the size of organizations that the people listening to this podcast are in, it's probably a project manager piece.

00:13:41:07 - 00:13:42:08
Marisa
Okay. That makes sense.

00:13:42:08 - 00:13:45:21
Wayne
And the question then becomes, is this a temporary.

00:13:46:22 - 00:13:49:18
Marisa
Yes. I was going to ask you about that. Like, I know.

00:13:50:13 - 00:13:51:00
Wayne
I saw the.

00:13:51:04 - 00:13:55:01
Marisa
I know you're answering all my questions before I can ask them.

00:13:55:01 - 00:14:00:12
Wayne
We're trying to make this sound like it's an actual conversation.

00:14:00:22 - 00:14:03:20
Marisa
Yes. So is this a long term? Yeah, I.

00:14:03:20 - 00:14:07:14
Wayne
Think, again, it will depend on the organization.

00:14:08:00 - 00:14:08:12
Marisa
Makes sense.

00:14:09:01 - 00:14:29:13
Wayne
You know, because once the pieces are in place, once we have MHR policy and a hiring policy and onboarding policy and you know, we know are people supposed to come into the office X number of days or not and all that stuff gets figured out? It's pretty much just keeping the plates spinning.

00:14:30:15 - 00:14:31:06
Marisa
That makes sense.

00:14:32:01 - 00:14:40:16
Wayne
Now, that is presuming that we reach some kind of Stacey's right. Right.

00:14:40:16 - 00:14:42:11
Marisa
Some of us are still trying to find the station.

00:14:42:16 - 00:15:03:03
Wayne
That at some point we reached something that becomes the new normal, which people have even stopped saying even. Right. Like they're beyond hoping that there actually is a new normal. But at some point, the organization, each organization will reach a point where the music stops and everybody's found the chair.

00:15:03:09 - 00:15:05:07
Marisa
Right. Yeah. We're slowly getting there.

00:15:05:23 - 00:15:08:19
Wayne
And it's going to be longer than people think.

00:15:08:23 - 00:15:09:10
Marisa
Of course.

00:15:09:17 - 00:15:32:21
Wayne
But at some point, do you does your organization reach a point where, oh, okay, we know how this works. We know what our culture is. We know how we're going to work together. We know how all the different departments fit together. And we're maximizing our people and their ability to have flexible and hybrid work.

00:15:33:07 - 00:15:33:11
Marisa
Mm hmm.

00:15:34:07 - 00:15:46:17
Wayne
Then does the piece of that go back to H.R.? Right. Go back, you know. Or does that get rolled under something like chief operating officer?

00:15:47:04 - 00:15:48:11
Marisa
Right. Okay. That makes sense.

00:15:48:16 - 00:15:59:19
Wayne
Which is a role that already exists that is supposed to do the day to day operations of the organization. Well, realistically, I guess this stuff fits under there.

00:16:00:10 - 00:16:02:00
Marisa
Gotcha. I hadn't thought about it like that, but.

00:16:02:00 - 00:16:11:14
Wayne
The average Chibok chief, chief operating officer and Dr. Floyd to the front desk, please. The average chief operating officer.

00:16:11:14 - 00:16:11:21
Marisa
Right.

00:16:12:15 - 00:16:21:15
Wayne
Now has enough on their plate that they don't need to be focusing on this specific head of remote role.

00:16:21:23 - 00:16:22:10
Marisa
Gotcha.

00:16:22:10 - 00:16:26:22
Wayne
Right. That person probably logically answers to the CEO.

00:16:27:20 - 00:16:28:21
Marisa
That totally makes sense.

00:16:29:09 - 00:16:40:23
Wayne
So this is all part of a larger thing, which is we are and people are underestimating what a seismic change we've gone through.

00:16:41:21 - 00:16:42:06
Marisa
Yeah.

00:16:43:03 - 00:17:02:16
Wayne
The world has changed completely. It's never going back to what it was. And I know a lot of people want to. And, you know, Boris Johnson can say everybody needs to come back to the city of London and the mayor of Seattle can say, for the love of God, everybody come back to Seattle and, you know.

00:17:02:20 - 00:17:03:19
Marisa
It's just not happening.

00:17:04:01 - 00:17:27:17
Wayne
Jamie Dimon can say, if you come into the office, you're great. And if you don't come into the office, you've basically derailed your career. And they can say that all they want. And in certain industries and certain organizations, that may be true. I think they are just a little late catching up to how seismic the change has been.

00:17:28:04 - 00:17:28:14
Marisa
Yes.

00:17:30:00 - 00:17:50:09
Wayne
But people need leadership to go through this kind of seismic change. They need leadership in terms of providing accountability. Right. Who's responsible for this? Right. They need leadership in terms of giving people confidence in the organization that somebody is actually looking at this stuff.

00:17:50:09 - 00:17:52:20
Marisa
Yeah. Somebody is advocating for the remote workers.

00:17:53:19 - 00:18:21:17
Wayne
And they need they need to feel confident that the information coming from that person is going to be accurate and transparent. For any of you who are listening to this going, oh, I should try to be you know, I should see if they'll make me chief remote officer, which by the way, I am all about people creating jobs.

00:18:21:21 - 00:18:30:12
Wayne
Oh, yeah. So if you're listening to this and you go, you know what, somebody needs to do this in our organization and I'm that person. God love you have at it.

00:18:31:01 - 00:18:33:06
Marisa
And if you do it successfully, tell us about it.

00:18:34:03 - 00:18:34:14
Wayne
Yes.

00:18:34:14 - 00:18:36:02
Marisa
We want this to be a great story.

00:18:37:12 - 00:19:04:09
Wayne
And one of the hardest parts about that job is going to be that there is so much uncertainty and ambiguity. Right. There is going to be a lot of we think this is what's going to happen. And then you get the big reality pie in the face or the technology Warren supported or whatever. And you have to come back to people and go, okay, it's not going to be exactly what we thought.

00:19:04:21 - 00:19:06:08
Marisa
Yes, you deserve the right to change your mind.

00:19:06:17 - 00:19:33:14
Wayne
If you are not careful, it's very easy to look like you were lying. Yeah, like you were blowing smoke up people's skirt. They. You were, you know, trying to not give them the reality of the situation. The reality of the situation is sometimes circumstances change and how you communicate that. And this is a whole other topic for a whole other show is communicating change and doing all that good stuff, of course.

00:19:34:03 - 00:19:53:14
Wayne
But, you know, that's going to be the hardest. But yes, you need the project management graphing org chart skills to do the job as a project manager. But the biggest piece is going to be dealing with the ambiguity in a way that still builds trust and by it.

00:19:54:15 - 00:20:15:18
Marisa
Okay. That makes sense. So if we've established that some organizations or maybe many that don't necessarily think that they need one, you know, would benefit from hiring a head of remote. How does somebody go about hiring that position anyway? It's not like we've had this position around for a long time. How?

00:20:15:18 - 00:20:18:06
Wayne
I am not an expert on recruiting.

00:20:19:02 - 00:20:19:13
Marisa
Okay.

00:20:19:18 - 00:20:20:15
Wayne
I really.

00:20:20:19 - 00:20:21:02
Marisa
Yeah.

00:20:21:09 - 00:20:38:18
Wayne
But it seems to me that it's going to be, you know, you want to cast a wide net. You may or may not want to offer that position internally first. But it's described the job is part project management. It's part change management.

00:20:38:23 - 00:20:39:05
Marisa
Mm hmm.

00:20:40:08 - 00:20:55:09
Wayne
You know, you're going to be dealing with this area of the food chain. We may or may not want you in the office. Ironically fair because of access to the people that you're going to be working with.

00:20:56:00 - 00:20:59:16
Marisa
Well, I'm sure there'll probably be a technology piece along with that to bring you.

00:20:59:16 - 00:21:00:00
Wayne
Know.

00:21:00:05 - 00:21:02:01
Marisa
Bring some knowledge of some technology.

00:21:02:12 - 00:21:19:23
Wayne
Yes. You lay out the job description and you don't get must have a master's degree course. It's about hiring for the competencies and the skills is not for the degree because there is no degree in chief. Remote Officer.

00:21:20:13 - 00:21:20:22
Marisa
Yes.

00:21:21:10 - 00:21:37:04
Wayne
We are actually working with an MBA program at Mount Mercy University who is now at it now. So, you know, 2022 adding a remote piece in there. Mm hmm. In their MBA.

00:21:37:23 - 00:21:38:21
Marisa
That's fantastic.

00:21:38:23 - 00:21:46:21
Wayne
But nobody has this figured out yet. So quit worrying about degrees and focus on skills and vision.

00:21:47:22 - 00:21:50:17
Marisa
That totally makes sense.

00:21:50:21 - 00:22:27:00
Wayne
And so there you go. That is all the discussion. I love Marisa episodes. Marisa episodes are where she comes to me and goes, So I've got these questions and I go, Right, and there we go. But that being said, a couple of things. First of all, the book Long Distance Leader and Long Distance Teammate and relative to the CHR discussion, the upcoming Long-Distance Team is certainly something that you should look into if you haven't read those books yet.

00:22:27:22 - 00:22:54:21
Wayne
Also, if you are looking to develop the leadership skills necessary to lead long distance teams and projects, we would like to recommend shamelessly our Remote Leadership Certificate Series. And if you come to KevinEikenberry.com or remoteleadershipinstitute.com or even longdistanceworklife.com. We will have a link to that class. It's a six session, 2 hours a session.

00:22:54:21 - 00:23:33:11
Wayne
Virtual Training Program Introduction to Long Distance Leadership. We would love for you to join us on that. And we have public programs coming up soon. Marisa, thank you so much. You know, you know the drill I love Marisa manages our our page longdistanceworklife.com. Please like and subscribe. Leave comments reviews your questions. By the way, there's a spot on our website where you can submit your questions, which then become Marisa's questions.

00:23:35:00 - 00:23:39:12
Wayne
It's been a blast. Anything you want to say before we hit the road?

00:23:39:12 - 00:23:50:11
Marisa
The only thing I would also add is that our LinkedIn and email addresses are also in the show notes and feel free if you want to. You can also send us questions that way and we'll tackle them in a future episode.

00:23:51:06 - 00:24:13:09
Wayne
So that's it. Keep the weasels at bay. Have a wonderful day. We will see you or you will see us on the next episode.


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How Can You Meditate When Working from Home? with Kevin Pierson

Can you meditate while working from home? Wayne spoke with Kevin Pierson from Meditative Bliss on the benefits of meditation, why it can be helpful for remote workers, and some easy ways for even the most skeptical to do it.

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View Full Transcript

00:00:08:08 - 00:00:38:00
Wayne Turmel
Hello everybody. Welcome back to another episode of the Long-Distance Worklife podcast. This is the podcast where we try to make sense of the crazy world of remote and hybrid work and working from home and generally trying to keep the weasels at bay. You know, one of the things that is tough about working from home or working from anywhere is handling the distractions and getting your mind right.

00:00:38:10 - 00:00:58:12
Wayne
And I found a site recently on YouTube that I think is worth discussing. And so we are going to chat with the founder of Meditative Bliss. And this is Kevin. Hi, Kevin. Who are you? What is Meditative Bliss? And then we'll actually get into our conversation.

00:00:59:04 - 00:01:23:09
Kevin Pierson
Okay. So my name's Kevin Pierson. Nice to meet all of you. And I started the YouTube channel, Meditative Bliss, which focuses on creating meditative music using various interested instruments, not limited, but including guitar, piano, a hand band we do. We use all kinds of instruments to get you to a relaxing place and combination with ISO chronic tones or by natural beats.

00:01:24:00 - 00:01:47:17
Kevin
Now those I'll give you a quick little rundown of are those are the synchronized sounds that only have a certain frequency in each ear. And every time you listen to them on both ears, it creates a certain phenomenon in your mind or your brain, actually, where you get into a more calm, collective state. Now, the goal of this channel was to do just that, get people to relax, meditate, sleep, aid.

00:01:48:02 - 00:02:04:05
Kevin
We want people to feel relaxed in these crazy times. We know pandemic economy, you name it, you know. So that's that's what we're about.

00:02:06:02 - 00:02:17:01
Wayne
So, Kevin, I mean, you've worked from home. I work from home. What are the types of things that stress us out that we need to get under control?

00:02:18:03 - 00:02:38:12
Kevin
Stress comes from several factors. One, your boss wants you to meet your deadlines. And when you keep pushing and pushing and pushing and don't give yourself a break, you're going to burn out. So how do you avoid this is you need to find a balance. Unfortunately, a lot of companies these days are more about productivity, getting things done.

00:02:38:18 - 00:03:04:13
Kevin
But there is that 15 minute break. And what I used to do when I was working for particular companies, I used to take 5 minutes, just 5 minutes out of my time to breathe deeply three times and just focus and be in the present moment. That's how I dealt with it, and it gave me a quick recharge. Now your mileage may vary, but as far as what stresses people out, that is very loaded.

00:03:04:21 - 00:03:23:11
Kevin
A lot of people are most likely just very, very focused. They don't give themselves any time to breathe. They're hyper focused. There is no time to do anything else but get the job done. Now, it depends also about what you do. If you're a call center, you're going to be back to back calls. That's not going to stop.

00:03:23:21 - 00:03:50:03
Kevin
So what I used to do when I was up back to back calls, I would state I would make sure I'm sure that you know this, too. But there is a program called the Finesse Program where people who work from home at particularly call centers have to wrap up the call in a certain amount of time. Now, that's just one example of how you are constantly being overloaded for 4 hours and tell your, Oh, I say it's for 2 hours and 30 minutes till you get your break.

00:03:50:15 - 00:04:13:20
Kevin
But then when people would take take their break, they're doing stuff that's not actually relaxing them and that causes more stress. They're probably thinking about their personal life while also also simultaneously taking care of their job. And as time has gone on, that productivity requirements has gone up. So my advice, in order to try to get the stress down would be to try to be more calm about it.

00:04:13:21 - 00:04:30:11
Kevin
Just collect your thoughts, try to calm down and don't take it too seriously because you do not want to stress yourself out to the point where you have a health issue. I did this to myself one time. I was on a IT call. I won't. And again, I won't say, you know who that was. But it took so long.

00:04:30:11 - 00:04:48:15
Kevin
I was so complicated and I was so fixated on trying to fix the problem. I ended up almost making myself pass out. So it's very important that you keep your, how should I say, your Zen in focus? You need to be centered. Do not get too enthralled in what you're doing. Do that.

00:04:48:15 - 00:05:24:01
Wayne
Then there's a couple of things here that I think we need to kind of be clear about. One is that, you know, nothing stresses us out more like for the love of God, stop stressing. Yeah, it becomes this kind of self-fulfilling nightmare. But the other thing is that when you say meditation and zen, then all of these things, there is kind of some initial skepticism from a great number of people.

00:05:24:01 - 00:05:51:17
Wayne
And I try not to be one of them because I understand the kind of academically how meditation works. My little A.D.D., squirrel infested brain doesn't always allow me to do the things I should do. So let's take a step back. What does it mean? What does meditation do? And what is it and what isn't it?

00:05:53:03 - 00:06:12:02
Kevin
I could just like, clarify. Okay, so meditation in itself, as we all have come to know it, is putting the body to stillness. Putting the mind to stillness is simply focusing on the breath. What this does to the body and the mind is it puts it into a calm state where your muscles loosen up. Your mind is not tense.

00:06:12:06 - 00:06:18:03
Kevin
Your thoughts begin to slow and breathing becomes easy, easier. Everything actually becomes easier. I mean.

00:06:18:06 - 00:06:28:02
Wayne
So it's a physical thing. It's a physical and mental thing. It's not necessary tied to philosophy or anything else. Right there is.

00:06:28:02 - 00:06:52:16
Kevin
Oh, no, no, no. It's this even science has taken a hard look at this. And they have reported that as the conscious mind begins to relax. So does the body and the mind. What do I mean by that? Well, your subconscious is constantly doing tasks in the background, just like a computer. You're. And while you're focusing on your, you know, your frontal lobe, your conscious, the day to day tasks, that makes it more difficult.

00:06:52:17 - 00:07:12:04
Kevin
Believe it or not, your brain's doing a lot at all times, even when at that rest, even when it's sleeping. So the whole point of meditation is to mitigate the risk of stress and its negative effects on the body and the mind. So by putting yourself in the present moment and focusing on the breath, you're actually partaking in linear body.

00:07:12:04 - 00:07:30:09
Kevin
Take take upon itself, true rest. Now, I was skeptical about it first myself. I thought I was a watcher woo. You know, when I was younger I was I would say about 13, 14 years old. I gave it a shot. I tried it, I gave it. I put 5 minutes in and I noticed that everything was just clear.

00:07:30:12 - 00:07:47:01
Kevin
It's hard to describe. And how you do that is by focusing on your breath and letting all thoughts leave your mind. Don't worry about anything for a moment. For a period of time, you are to let everything go. And then when you come back, you're refreshed.

00:07:48:02 - 00:08:19:18
Wayne
Now, that is that's a great description of it, by the way. And thanks to whatever out of it, which to a lot of people is a barrier. Right. If you think that it's associated with, you know, I am fat and old, the lotus position is not going to happen. Right. So but what I do find interesting about what you do is it's about the audio kind of background, what's going on.

00:08:19:18 - 00:08:40:10
Wayne
People like to say there's so much going on and yet people keep a lot of audio wallpaper going on around them, whether it's the radio or the TV or whatever is going on. I mean, why do we do that? And then, you know, what does that do to us when we're trying to work?

00:08:41:07 - 00:08:59:06
Kevin
Well, everybody's different in this regard. But basically when you start focusing on other tasks like, say, you're taking a 15 minute break, right? You want to see what's going on with the football game. You're stressed out, but you're not relaxing. You're trying to figure out who's winning the game or you're trying to watch like a short little clip on YouTube or anything else in between.

00:08:59:06 - 00:09:26:20
Kevin
Maybe you realize use a restroom. But the initial problem here is, is that a lot of people assume, and I still do this, that external stimuli like video games, TV, it's going to make you happy. It's going to refresh you. It doesn't it doesn't do that for you at all. Some people, they can make it work. You know, they can be like, okay, you know, I just watched a very short song of their from, I don't know, Katy Perry or something and it made me feel relax and that's fine.

00:09:26:20 - 00:09:45:17
Kevin
That's your process, whatever gets you into that state. But if you want to get into a true rest, you have to quiet the mind and let the body be still. And I know that's not a lot of time because again, 15 minutes goes like that. And next thing you know, you're back on the phone or doing whatever you got to do on the computer.

00:09:46:03 - 00:10:09:06
Kevin
So my advice is to get at least 5 minutes. 5 minutes. Don't focus on anything. Sit perfectly still. Is in a perfectly comfortable position. Focus on your breath. By the time you get to one, two and three breaths and you're totally focused on the task at hand to do nothing, your body will respond. You will see a difference.

00:10:09:06 - 00:10:34:01
Kevin
And you said mentioned earlier that you have ADHD and hi, we're partners. I have I can't focus. Sometimes I get distracted. I'm like, oh, look, a bee, you know, I've done that. I have the attention span of a child sometimes, and that's why I am all over the place. But long story short, I don't want anyone out there to think that they can't take those 5 minutes.

00:10:34:01 - 00:10:44:08
Kevin
It's going to take practice. And it might even feel uncomfortable at first because you're basically like, Wait, what's this? I don't like this. What is this? What is this? It's going to have.

00:10:44:15 - 00:11:13:00
Wayne
That idea of discomfort, I think plays a role. I know that for me, the older I get, the less. For example, when I'm walking or exercising, I don't plug in my earbuds. Right? I don't listen. I try to be kind of in tune with what's going on around me. Right. You know, and constantly having music doesn't help me.

00:11:13:00 - 00:11:38:00
Wayne
And I do it less and less as I'm writing and working. But what you're doing with meditative bliss is you are creating. It's like if you're going to play music, let's have it. Actually, it's serve a purpose, right? So it's a little bit more about how you're choosing this music and how people should be listening to it.

00:11:39:00 - 00:11:59:08
Kevin
Well, there isn't a right or wrong way to go about it. All I want you to do, if you listen to my music, is simply just relax. Don't even worry about the music will do it for you. Because like I said, in the actual music behind the actual instruments that are playing there is by neural beats and AIS with chronic tones.

00:11:59:20 - 00:12:25:15
Kevin
Those are a scientific I can't really explain it in layman's terms. Basically, it's like an audio program. It's meant to get your range with a certain frequency. It's like takes you from, I'm stressed to I'm here, you know what I mean? You're present. So regarding the actual totality of what it is I'm trying to do, I'm trying to get people to relax, listening to something that's not going to stress them out or like you're not.

00:12:25:15 - 00:12:54:08
Kevin
Listen to some rock and roll song. You're not listening to somebody sing. You're listening to just instruments playing and people expressing their soul, trying to get you to calm down. And those those tunes, all those terms we produce, they actually create a sense of peace and calm. And that's what our ultimate mission is. So when you listen to are those that type of music and I'm not the only one who does this, there's plenty more.

00:12:54:08 - 00:13:14:02
Kevin
In fact, I'm actually kind of, you know, I would say late to the game almost. I just decided I wanted to start doing something I love. So I started teaming up with certain individuals and we started collaborating, making music that just takes you to a peaceful place. Think of your favorite movie. All right? Where there's a scene where it's perfectly calm.

00:13:14:02 - 00:13:30:12
Kevin
You sit and you hear the set, the music in the background, that's basically the same concept, except you're going to be in your head, you're going to just be relax and you're going to be like this, or either be meditating of focusing on your breath, or you're going to be actually just laying down. Or maybe you want to keep doing your work.

00:13:30:21 - 00:13:47:18
Kevin
Some people have audio that increases concentration without actually increasing stress. So by keeping your mind distracted by the sounds, you can actually increase productivity and rest. I don't know if I kind of bounced around in your question there first.

00:13:48:02 - 00:14:20:14
Wayne
You know, I think I think that makes sense. I mean, you know, like you say, a lot of times we do things in the name of relaxation or probably more likely distraction from what we're doing that actually, you know, the brain is continuing to work really hard. And what we're trying to do is just bring it down. And that, of course, helps productivity.

00:14:20:14 - 00:14:57:19
Wayne
If someone is thinking about using tools like yours and as you say, there are no shortage of places on YouTube or wherever that you can find this stuff, whether it's guided meditation or or just the ambient music. How do they start? Because it especially, you know, people in the Western tradition kind of think that there's all this stuff associated with meditation and mindfulness that I have.

00:14:57:20 - 00:15:21:16
Kevin
Maybe I have sorry, I have heard about that. I haven't experienced it directly, but I have heard people say the meditation is a path somewhere dark, and that's it's not true. It's all it really is is a tool to get you to relax. I mean, as far as I am concerned, meditation was introduced to us even before Buddha perhaps.

00:15:22:06 - 00:15:42:14
Kevin
And the concept again is to reset the mind. And as we know, our minds are constantly, constantly doing stuff, even when we're at rest, we're thinking about things on a subconscious level, and that puts stress on the body and the mind. And as far as the music is concerned, that's the, you know, the ex machina, if you will.

00:15:42:21 - 00:15:52:07
Kevin
It actually puts you in that place so that when you actually start focusing on your breath and focusing on in a more calm state, you will notice the effects much quicker.

00:15:53:15 - 00:16:20:03
Wayne
Well, seriously, I just had no idea if this is a valid analogy, but for even the most skeptical I.T. engineering type of person, what's the answer when your computer is spinning and spinning and not going anywhere is you turn it off and reboot it. And that's essentially what we're talking about here is we're doing a hard boot on ourselves.

00:16:21:17 - 00:16:44:20
Kevin
That I love. You brought that up because that is the first rule. Whenever anything is happening and I'm like, okay, I don't know what's going on with this computer, I want to reset it. So that actually works really well here. So yeah, that's, that's exactly what it is. But get this, our brains are even more powerful. Those computers and those 5 minutes, 5 minutes can do wonders.

00:16:44:20 - 00:17:03:13
Kevin
And I completely get it because you know what people don't understand? Like your stress can stack, you can just like your happiness can stack the since we're living in such difficult periods of time here, you know, people are constantly, constantly stressed out. They like they have no time to rest. I got to do this. I'm thinking about this.

00:17:03:22 - 00:17:21:05
Kevin
Oh, I just got a 15 minute break from my call center job or whatever I'm doing now. I have to figure out how to calm myself down, and I got no time to calm down. I got to keep on pressing through and see what I can get done, but eventually that's going to catch up. And I know it's not your fault either, because, you know, companies, they have a very strict guidelines about what they expect.

00:17:21:22 - 00:17:54:18
Wayne
Well, yes, the companies do put pressure on us, and a lot of it is self-inflicted. Let me ask you one more question, which is we've been talking about the audio and how that impacts the brain. What should we be doing with the rest of us that's during this rest period or whatever? I mean, is it what physically should we be doing to maximize the impact of this?

00:17:55:12 - 00:18:12:10
Kevin
Well, you don't need to be in a lotus position. That's just a that. So yeah. Yes, knock that off the list. You don't need to be in the lowest position. You could be in any comfortable position that you need to be in. If you want to stand upside down doing a handstand that's comfortable to you, go for it.

00:18:12:10 - 00:18:32:15
Kevin
I mean, I think it's impractical, but long story short, all you got to do is just sit in that chair, get comfortable, adjust your back, let your arms rest. No tension whatsoever. Let it go. Just keep focusing on letting go of that tension. No matter how much it says, you know, your mind tells you like we got to tense up because I got to do this.

00:18:33:03 - 00:18:53:21
Kevin
Never listen to it. Okay? And that that moment of time you're giving yourself, whether it's 5 minutes, 15 minutes or even an hour, whatever it is for your practice, if you give your your body the opportunity to sit still and listen to this music, not just my end yet we get there's plenty of other good music out there, too, besides meditative bliss.

00:18:54:02 - 00:19:15:00
Kevin
Not trying to not promote myself here. Yeah, but long story short, if you give your body the opportunity to sit still, even for 5 minutes, and focus on your breath while listening to this music, or even put the music on a low volume while you work, it'll keep you in a, you know, a straight line. Because when your brain's going and doing stuff, it's all over the place.

00:19:15:00 - 00:19:35:00
Kevin
It's bouncing all over the place. So what you want to do is you want to be centered and you'll notice when it happens to. As for those who have trouble with this being the fact I struggle with this with myself, I would suggest you just keep trying till it becomes natural. This is unfortunately for some people going to be a practice makes perfect perfect kind of deal.

00:19:35:03 - 00:19:39:09
Kevin
However it's something you should definitely look into. It will do wonders.

00:19:39:09 - 00:19:44:15
Wayne
There's certainly a reason they call meditation a practice, right?

00:19:45:02 - 00:19:45:21
Kevin
Yeah.

00:19:45:21 - 00:20:19:10
Wayne
Kevin, thank you so much, man. I really appreciate it. I think that we get caught up in the day to day of which technology we should be using and how do we become more productive, and how do I squeeze out the last ounce of my brain into my work and something as and I use the word simple. Simple is not always easy, but something as simple as this, as a way of getting some of that energy and focus back, I think is is important for people to consider.

00:20:19:15 - 00:20:47:17
Wayne
So thank you very much, ladies and gentlemen. As you know, if you've been listening to the show for a while, if you go to longdistanceworklife.com, you will find links to Meditative Bliss and Kevin's socials and all of that. Good stuff, please. You know the drill. You listen to podcasts like subscribe, tell your friends if you are listening to Meditative Bliss, like subscribe and tell your friends.

00:20:47:17 - 00:21:24:23
Wayne
That's how this crazy ecosystem works. Before I let Kevin go, I just want to remind you that if you are not familiar with the work of the Remote Leadership Institute, do check out the Long-Distance Worklife page. There is a link to a four part free video series. We urge you to take advantage of you can also on the website ask questions which we then integrate into episodes where Marisa joins me and we answer your questions and concerns.

00:21:25:06 - 00:21:32:18
Wayne
So thank you very much for being with us. Kevin Thank you so much, man. I really appreciate your time.

00:21:32:18 - 00:21:39:19
Kevin
I appreciate you having me here. I really appreciate you have me on your show. I thanks everybody for having me and I hope to see you on my channel.

00:21:40:13 - 00:22:14:09
Wayne
And with that, keep the weasels at bay. Take it easy. Have a great, great day. Thank you for listening to the long distance work life. You can reach me Wayne@KevinEikenberry.com. Marisa@KevinEikenberry.com. Have a great day. Thanks so much.


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Ask Wayne Anything, Hybrid Work, Leadership, Surviving Remote Work, Working Remotely

The Long-Distance Leader Anniversary Episode

In 2022, The Long-Distance Leader celebrates its 4th anniversary! Marisa asks Wayne about some ways that remote work has changed since the book was written and some key takeaways that he hopes that readers get from reading the book.

Additional Resources

Free Video Series!

Join us for a powerful, 4-part video series titled, Demystifying Remote Leadership. You will learn how to create solid working relationships in a virtual team with more confidence and less stress!

View Full Transcript

00:00:08:18 - 00:00:18:18
Wayne Turmel:
Hello everybody. Welcome to The Long-Distance Worklife podcast. I am Wayne Turmel. Along with me is my co-host and copilot, Marisa Eikenberry.

00:00:18:22 - 00:00:19:15
Marisa Eikenberry:
Hi, everybody.

00:00:20:09 - 00:00:41:23
Wayne:
And this is the podcast. For those of you unfamiliar, where we're just trying to work our way through the world of long distance work, whether that's being a digital nomad, whether it's working from home full time or in the office some days or not, and bouncing back and forth. And it's a hybrid world. That's what we're doing today.

00:00:41:23 - 00:00:47:01
Wayne:
And Marisa chose today's topic and I am going to let her tell you what it is.

00:00:47:23 - 00:01:03:14
Marisa:
So at the time of recording this, we're celebrating the fourth anniversary of the book, The Long-Distance Leader, co-written by Kevin Eikenberry and my co-host Wayne Turmel. And we wanted to invite you into our celebration by hearing insights about the book straight from one of the authors. So, Wayne, if you're ready to dive in, I'm ready.

00:01:04:00 - 00:01:08:11
Wayne:
Yeah, it's always a little weird talking about your work, but I am happy to do it.

00:01:09:11 - 00:01:19:09
Marisa:
So one of the first things I wanted to start with is other than the obvious pandemic remote work surge, like what did you not expect to happen with remote work when you wrote the book?

00:01:20:05 - 00:01:21:23
Wayne:
You can't yadda yadda third of the workforce

00:01:23:19 - 00:01:24:02
Marisa:
Fair.

00:01:24:03 - 00:01:47:03
Wayne:
For getting sent home. You can't do. It's like other than the invention of the telephone, what's changed in communication. The Long-Distance Leader and this is now the first of soon to be three books in the Long-Distance Worklife series. Long-Distance Leader came out in 2018.

00:01:47:03 - 00:01:47:22
Marisa:
Mm hmm.

00:01:47:22 - 00:02:02:04
Wayne:
And at the time, as I have explained to people who said, boy, you guys were in the right place at the right time, I felt a little bit like the crazy guy with the sandwich board walking up and down the street saying the end is nigh, man.

00:02:02:13 - 00:02:21:13
Wayne:
Now I just have a new sandwich board that says, "Told you." What has changed primarily and you can't discount this is that remote work was growing and it was growing at 30% a year, which is a lot.

00:02:21:13 - 00:02:43:16
Wayne:
Crazy high exponential growth. But what happened in 2020, of course, is that we got pushed across the Rubicon and all these people who said, well, we should have a policy and we should think about it and maybe we should experiment with remote work. And this is not a drill. This is real.

00:02:44:00 - 00:02:44:10
Marisa:
Right.

00:02:44:22 - 00:02:54:18
Wayne:
And some organizations went, yeah, okay. Because there was a lot of people doing what I call stealth remote work.

00:02:55:04 - 00:02:56:10
Marisa:
Okay. So what's that?

00:02:56:22 - 00:03:06:12
Wayne:
Stealth remote work was, "Where's Marisa today? Oh, her kid's sick. She's working from home. She'll take the conference call from home."

00:03:07:03 - 00:03:07:12
Marisa:
Okay.

00:03:07:23 - 00:03:15:13
Wayne:
Or somebody was working. I'm working on a project. It's impossible to get anything done in the office. I'm going to go home and work.

00:03:15:22 - 00:03:16:06
Marisa:
Right.

00:03:17:03 - 00:03:21:21
Wayne:
And a lot of organizations just pretended like this wasn't happening.

00:03:23:09 - 00:03:24:00
Marisa:
Hence the stealth.

00:03:24:00 - 00:03:41:17
Wayne:
I have a client, a big international company. And I remember distinctly walking through her office and her saying, "Wayne, I love you guys, but, you know, we don't do remote work. Everybody needs to come into the office." And I'm walking through the office and 50% of the desks empty.

00:03:42:01 - 00:03:42:18
Marisa:
Oh, my gosh.

00:03:42:19 - 00:04:01:11
Wayne:
They're obviously assigned. There's pictures of kids and cats and. Yeah, inflated birthday balloons. And I'm like, oh, so-and-so's in Denver today. So-and-so's kid was sick. If they are working and they are not at their desk, they are remote.

00:04:01:11 - 00:04:01:23
Marisa:
Right.

00:04:01:23 - 00:04:16:18
Wayne:
The organization had zero process in place for things like performance reviews and, you know, everything. Career path, everything was based on presence in the office.

00:04:17:07 - 00:04:33:00
Wayne:
Even though people weren't in the office and that was going on a lot. So what happened in 2020 is everybody got pushed out of the boat by a third of the workforce. And we have to remember it's only a third of the workforce.

00:04:33:04 - 00:04:33:15
Marisa:
Of course.

00:04:34:05 - 00:05:04:04
Wayne:
A third of the workforce suddenly found themselves in this situation. And the reactions, of course, ranged from what's the big deal? I've been doing this forever and I hear a lot of that. I hear a lot of people. And why is everybody so freaked out? Because I was doing this before the pandemic to oh, my gosh, we didn't think these jobs could ever be done remotely to I can't wait to get back in the office.

00:05:04:09 - 00:05:04:18
Marisa:
Yeah.

00:05:05:15 - 00:05:17:07
Wayne:
Right. So the big thing was this was building up, building up, building up. And then it happened. And fortunately for us, as, you know, mercenary weasel selling books.

00:05:17:07 - 00:05:18:09
Marisa:
Mm hmm.

00:05:18:09 - 00:05:33:11
Wayne:
We were there when that happened. And the response to Long-Distance Leader has been just overwhelmingly positive. And very encouraging. And of course, for our business, which is teaching.

00:05:33:11 - 00:05:33:22
Marisa:
Of course.

00:05:33:22 - 00:05:37:13
Wayne:
Stuff, that's not a bad thing either.

00:05:37:20 - 00:05:55:15
Marisa:
Right. So so with that, I know that in the book you guys have best practices and you have models and. Has anything from the book changed since you've written it? Anything that was a best practice. But maybe now that more people are remote, it's a little different.

00:05:56:09 - 00:06:08:10
Wayne:
I, I think what's happened with the book is the general principles are pretty solid. We wrote the book intentionally to be evergreen.

00:06:08:17 - 00:06:09:03
Marisa:
Right.

00:06:09:07 - 00:06:19:16
Wayne:
Right. But some things have happened. I mean, one of the things in the book is we're telling people, use your webcam, use your webcam, use your webcam, because there was a lot of resistance.

00:06:19:16 - 00:06:20:06
Marisa:
Yes.

00:06:20:06 - 00:06:39:14
Wayne:
And then Zoom came along. And it's fascinating from a watching technology thing. Right. Because Zoom went from this free niche product that nobody in corporate America was using to a verb, to a syndrome in 18 months.

00:06:39:22 - 00:06:40:11
Marisa:
Right. Well.

00:06:41:01 - 00:06:47:02
Wayne:
People are already now people are already ditching Zoom for their internal things like Teams.

00:06:47:13 - 00:06:47:22
Marisa:
Right.

00:06:48:06 - 00:07:00:14
Wayne:
Slightly different things. So use your camera. Use your camera. Use your camera. Now, people are on meetings from morning till night and they're suffering Zoom fatigue. And that's a very real thing.

00:07:00:21 - 00:07:01:11
Marisa:
Of course.

00:07:01:18 - 00:07:14:22
Wayne:
So the message is still use your camera a lot because it's a really good idea and use your head. Right. If you're one of 17 people on a meeting, nobody needs to watch you eat your sandwich.

00:07:15:06 - 00:07:17:23
Marisa:
Right. But one on one, you'll definitely want to turn it on.

00:07:18:02 - 00:07:37:02
Wayne:
The more the communication needs to be rich, the more it adds value. And it's just it's like everything else. Use your head when it adds value to it. And, you know, I just got back from the gym is a pretty lame excuse. If it's just you and a coworker. Right?

00:07:37:02 - 00:07:40:05
Marisa:
Right. Yeah. But if it's a full team meeting, a little different.

00:07:40:17 - 00:07:53:06
Wayne:
Exactly. So, you know, the the kind of it went it's shot way past use your webcam, to is it okay if we don't use our webcam sometimes?

00:07:53:14 - 00:07:54:02
Marisa:
Right.

00:07:54:09 - 00:08:16:02
Wayne:
So that was one thing that certainly happened. The other thing and again, it's a matter of degree and intentionality is we were we in the book talk a lot about how you need to be connected and rich communication. And what happened was people just automatically defaulted to the Web meeting.

00:08:17:01 - 00:08:17:20
Marisa:
Okay. Yep.

00:08:19:02 - 00:08:32:08
Wayne:
And it used to be in the glorious before times. One of the reasons you went home is so you got left alone to do your work. Right now, I'm point is that I'm in meetings back to back to back to back?

00:08:32:21 - 00:08:34:14
Marisa:
Yeah. When am I supposed to get my work done?

00:08:34:21 - 00:08:43:14
Wayne:
Yeah. And people are struggling with this. And so they as the pendulum always does, it's swinging to, well, we're going to have no me, no meetings Fridays.

00:08:43:21 - 00:08:46:15
Marisa:
Right. Yeah. We've been seeing a lot of articles about that lately.

00:08:46:16 - 00:08:48:08
Wayne:
That's fabulous for Friday.

00:08:49:12 - 00:08:51:01
Marisa:
What about Monday through Thursday?

00:08:51:01 - 00:08:57:05
Wayne:
And all the meetings that were going to happen on Friday and how you're shoehorning them into Monday through Thursday.

00:08:57:13 - 00:09:00:06
Marisa:
So Friday suddenly gets very stressful.

00:09:01:01 - 00:09:31:23
Wayne:
Exactly. So I think we are both blessed and intentionally so because the book was intended to be evergreen and I think it holds up pretty well. There are a couple of things that maybe we should reword, things like use your webcam and when you meet the like that. But I think overall it stands up pretty well and that's certainly the feedback that we're getting.

00:09:32:10 - 00:09:46:23
Marisa:
Yeah, absolutely. One of the other things I wanted to talk about and so, you know, you called The Long-Distance Leader, The Long-Distance Teammate. We are The Long-Distance Worklife. Why 'long-distance' as opposed to some of the other terms we see in remote work?

00:09:48:21 - 00:09:58:19
Wayne:
Because the language changes really quickly. And so rather than hook on to whatever we're using in the zeitgeist at this moment, when we didn't just invent our own darn word.

00:09:59:16 - 00:10:00:09
Marisa:
That's fair.

00:10:01:12 - 00:10:04:14
Wayne:
It's like it won't go out of style because it's ours, darn it.

00:10:06:15 - 00:10:28:02
Wayne:
You know, if you look at, for example, in 2018, when The Long-Distance Leader came out, the government was investing a buttload of money and still are. And people can say what they want about government work. But there were a lot of people giving thought to this even before the pandemic. But it was called telework or tele, right?

00:10:29:02 - 00:10:47:14
Wayne:
That was the word. And then suddenly nobody was using it. And then everybody was using remote. Well, you know, the whole idea of long distance is that it covers time, space and dimension. Right. It's not just physical separation. It's time zones. It's flexibility.

00:10:48:08 - 00:10:48:17
Marisa:
Yes.

00:10:49:01 - 00:11:10:18
Wayne:
Time flexing and and those types of things. So, I mean, it's it's a word we could brand around it. If you were being completely cynical and honest, you know, in the interest of full, transparent. See, to our viewers, these are the kind of decisions you make when you're writing a book. But it turned out to be a pretty good one.

00:11:11:12 - 00:11:11:19
Marisa:
Yeah.

00:11:12:09 - 00:11:37:11
Wayne:
As we move towards a more hybrid kind of thing, as we move towards a hybrid working arrangement, the point is that some of the people are going to be further away than others. And that might mean just far enough that you only come into the office a day or two a week. So the long commute doesn't really hurt as much to being on the other side of the planet.

00:11:37:20 - 00:11:46:13
Marisa:
Yeah, we're seeing a lot of digital nomads. I know there was even a digital nomad conference meet up something recently. I know those are happening all over the place.

00:11:46:13 - 00:11:49:16
Wayne:
Irony of that. The irony of that is lost on nobody.

00:11:49:16 - 00:11:53:07
Marisa:
I realize. But yeah, I mean, they.

00:11:53:09 - 00:11:56:11
Wayne:
Let's all get together to talk about how we can be anywhere and do this.

00:11:56:22 - 00:12:12:08
Marisa:
Well. And I can't think of the country right now, but I know there was a news story that came out recently about a country that's giving digital nomad visas. And I'm sure as more countries kind of hop onto that, there's probably going to be even more of these digital nomad long distance.

00:12:13:00 - 00:12:27:14
Wayne:
It's happening a lot depending on where you are in the world. Costa Rica, some of the smaller countries in Europe, like Luxembourg and Andorra are doing this. You know, it kind of makes some sense.

00:12:27:14 - 00:12:35:02
Marisa:
Right. So what is one takeaway that you hope that everyone gets by reading this book?

00:12:37:03 - 00:13:00:06
Wayne:
Okay. You have to be careful what you wish for. Okay. In this world, when you put a book out, it gets reviewed and people come back. And we were very intentional that one of the most important rules that you had to bear in mind and it was, you know, we have these 19 rules, which is really 18, because rule number 19 is, remember, rule number one.

00:13:00:16 - 00:13:01:00
Marisa:
Right.

00:13:02:02 - 00:13:06:23
Wayne:
And rule number one was think leadership first, location second.

00:13:07:08 - 00:13:07:18
Marisa:
Yes.

00:13:09:00 - 00:13:45:22
Wayne:
And the whole point of that is, yes, it's different. And yes, you need to be very much more mindful about how you communicate and when you communicate how technology plays a role in that. But at the end of the day, good leaders demonstrate good leadership behaviors, and that makes it easier to cross these these barriers. And one of actually really the only major criticism of the book was, well, this is just the leadership.

00:13:46:02 - 00:13:49:03
Wayne:
We know all this stuff.

00:13:49:03 - 00:13:49:15
Marisa:
Okay.

00:13:50:05 - 00:14:19:05
Wayne:
And that's actually fair. I mean, Kevin and I had a fair amount of discussion about how much of this general leadership thought do we put into this book that is specifically about remote. And by the way, we have the same conversation about The Long-Distance Teammate and the new book, which is coming out in February. The Long-Distance Team is a lot of it is just team building, being part of a team one on one.

00:14:19:22 - 00:14:33:15
Wayne:
But what's I think what's important is that it is easy to get hung up on the differences. It's easy to get hung up on what's changed and forget what's really important.

00:14:34:21 - 00:14:38:05
Marisa:
Yeah, forget that some of those leadership principles don't change.

00:14:38:19 - 00:15:00:21
Wayne:
Yeah. And, you know, that is really critical. I mean, there are three things and we don't talk about this in the books specifically, but there are three things that make a remote team work. Number one is there needs to be a mission. We need to follow the mission. Right. Number two is that there needs to be accountability.

00:15:01:04 - 00:15:01:11
Marisa:
Right.

00:15:01:20 - 00:15:06:12
Wayne:
And number three is you need to leverage the technology at your disposal.

00:15:07:08 - 00:15:08:00
Marisa:
Absolutely.

00:15:08:06 - 00:15:16:11
Wayne:
And those things need to happen. But it all starts with what's the vision? Well, that's all leadership stuff.

00:15:16:13 - 00:15:24:06
Marisa:
Yeah. I was going to say a lot of what you're saying, I mean, even leverage the technology, like even that could be said about people who stay in the office. Right.

00:15:24:06 - 00:15:35:10
Wayne:
But accountability is management stuff. There's leadership type stuff. There's management stuff because all managers are leaders, but not all leaders are managers.

00:15:35:12 - 00:15:35:23
Marisa:
Right.

00:15:36:19 - 00:15:52:17
Wayne:
Or at least should be. And then there's the technology piece. Right. And there are teams that run very low tech and are highly successful. There are teams with all of the tools in the world that can't find her, but with both hands.

00:15:53:04 - 00:15:53:11
Marisa:
Right.

00:15:55:01 - 00:16:15:01
Wayne:
That's the highly technical, professional way of explaining it. And so I think that the criticism that there's a lot of general leadership stuff in the book and, you know, I think a lot of people who read books like this or read a lot of books like this, of course.

00:16:16:07 - 00:16:19:10
Marisa:
Yeah. You don't just read one and say, oh, I know everything about this topic. Now.

00:16:19:17 - 00:16:23:21
Wayne:
And generally, leadership nerds tend to read leadership books.

00:16:24:04 - 00:16:24:13
Marisa:
Right.

00:16:25:04 - 00:16:32:15
Wayne:
And so, yes, you have heard a lot of this before. Now, if you look around the world and say, are people doing it?

00:16:33:17 - 00:16:34:07
Marisa:
Yeah. So my.

00:16:34:07 - 00:16:36:02
Wayne:
Dialog. Different conversation.

00:16:37:06 - 00:16:37:16
Marisa:
Yes.

00:16:38:19 - 00:17:09:01
Wayne:
But yeah. So I think that is the and that's the thing about the book is that it's going to help stay evergreen because those leadership behaviors don't change. And yes, you know, the book was written presold. I mean, Zoom literally isn't in the book. Right. When we wrote Long-Distance Teammate, the first draft was in before the pandemic.

00:17:09:11 - 00:17:13:20
Wayne:
But the second draft the world had already shut down.

00:17:14:05 - 00:17:17:07
Marisa:
Oh, wow. I'm not sure I realized that.

00:17:17:07 - 00:17:22:10
Wayne:
Well, the first draft was finished first in January of 2020.

00:17:22:15 - 00:17:23:08
Marisa:
Yeah.

00:17:23:08 - 00:17:30:12
Wayne:
And then we send it out and we get the notes and we come back and we have to do the second draft that happened in March.

00:17:31:04 - 00:17:32:14
Marisa:
Oh, my gosh.

00:17:32:23 - 00:17:52:18
Wayne:
Well, in between it's like, okay, do we talk about the pandemic? Do we reference it? Zoom is suddenly a thing. There was no mention of Zoom. We intentionally tried to avoid brand names and specific technologies. We talk about meeting platforms. Right. To this tool or that tool.

00:17:53:00 - 00:17:53:09
Marisa:
Right.

00:17:54:23 - 00:18:09:03
Wayne:
And so because we made those decisions, generally speaking, it holds up pretty well, as evidenced by the fact that the last two years the book has sold almost identical number of copies year over year.

00:18:09:03 - 00:18:11:15
Marisa:
Yeah. People still need that stuff.

00:18:11:15 - 00:18:29:07
Wayne:
Which in any book is a rare and beautiful thing. So we are extremely grateful. Absolutely. And now, of course, there's Long-Distance Teammate which is from the teammates point of view, because one of the big questions is how do we form relationships and how do we.

00:18:29:22 - 00:18:32:08
Marisa:
Yeah, I'm not a leader, but how do I do things?

00:18:32:14 - 00:18:55:12
Wayne:
So that's what Long-Distance Teammate is. And now that we are coming out of the pandemic to some degree and everybody's going, what's next? We literally on Friday submitted the final manuscript for the Long-Distance Team, which is about taking a step back and saying, if we were building this team from scratch, what would it look like?

00:18:55:20 - 00:19:00:05
Marisa:
Right. And reminds me, I know it's coming out next year, but when as a.

00:19:00:05 - 00:19:02:18
Wayne:
Contract, February 28th, give or take.

00:19:03:01 - 00:19:26:07
Marisa:
Perfect. So put that on your calendar, folks. Wayne, I wanted to thank you so much for this conversation. I mean, I know that Long-Distance Leader has changed a bunch of lives, a bunch of companies as people read it and and do the practices in it. I also wanted to thank you, audience members, for listening to the Long-Distance Worklife. For show notes, transcripts and other resources.

00:19:26:07 - 00:19:42:06
Marisa:
Make sure to visit longdistanceworklife.com if you haven't yet. Subscribe to the podcast so you won't miss any future episodes while you're there. Be sure to like and review that helps our show reach more teammates and leaders just like you. Feel free to contact us via email or LinkedIn with the links in our show notes.

00:19:42:11 - 00:20:13:15
Marisa:
Let us know you listen to this episode or even suggest a topic for Wayne and I to attack on a future episode. Lastly, if you're interested in purchasing The Long-Distance Leader, you can check out our website at longdistanceworklife.com/books for more information and links to purchase. Thanks for joining us. And as Wayne likes to say, don't let the weasels get you down.

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