The 4-Hour Workweek (27 page)

Step 3: Prepare the Quantifiable Business Benefit

Third, Sherwood creates a bullet-point list of how much more he achieved outside the office with explanations. He realizes that he needs to present remote working as a good business decision and not a personal perk. The quantifiable end result was three more designs per day than his usual average and three total hours of additional billable client time. For explanations, he identifies removal of commute and fewer distractions from office noise.

Step 4: Propose a Revocable Trial Period

Fourth, fresh off completing the comfort challenges from previous chapters, Sherwood confidently proposes an innocent one-day-per-week remote work trial period for two weeks. He plans a script in advance but does not make it a PowerPoint presentation or otherwise give it the appearance of something serious or irreversible.61

Sherwood knocks on his boss’s office door around 3 P.M. on a relatively relaxed Thursday, July 27, the week after his absence, and his script looks like the following. Stock phrases are underlined and footnotes explain negotiating points.

Sherwood: Hi, Bill. Do you have a quick second?

Bill: Sure. What’s up?

Sherwood: I just wanted to bounce an idea off of you that’s been on my mind. Two minutes should be plenty.

Bill: OK. Shoot.

Sherwood: Last week, as you know, I was sick. Long story short, I decided to work at home despite feeling terrible. So here’s the funny part. I thought I would get nothing done, but ended up finishing three more designs than usual on both days. Plus, I put in three more billable hours than usual without the commute, office noise, distractions, etc. OK, so here’s where I’m going. Just as a trial, I’d like to propose working from home Mondays and Tuesdays for just two weeks. You can veto it whenever you want, and I’ll come in if we need to do meetings, but I’d like to try it for just two weeks and review the results. I’m 100% confident that I’ll get twice as much done. Does that seem reasonable?

Bill: Hmm … What if we need to share client designs?

Sherwood: There’s a program called GoToMyPC that I used to access the office computer when I was sick. I can view everything remotely, and I’ll have my cell phone on me 24/7. Sooooo … What do you think? Test it out starting next Monday and see how much more I get done?62

Bill: Ummm … OK, fine. But it’s just a test. I have a meeting in five and have to run, but let’s talk soon.

Sherwood: Great. Thanks for the time. I’ll keep you posted on it all. I’m sure you’ll be pleasantly surprised.

  Sherwood didn’t expect to get two days per week approved. He asked for two so that, in the case his boss refused, he could ask for just one as a fallback position (bracketing). Why didn’t Sherwood go for five days remote per week? Two reasons. First, it’s a lot for management to accept off the bat. We need to ask for an inch and turn it into a foot without setting off panic alarms. Second, it is a good idea to hone your remote-working abilities—rehearse a bit—before shooting for the big time, as it decreases the likelihood of crises and screwups that will get remote rights revoked.

Step 5: Expand Remote Time

Sherwood ensures that his days outside of the office are his most productive to date, even minimally dropping in-office production to heighten the contrast. He sets a meeting to discuss the results with his boss on August 15 and prepares a bullet-point page detailing increased results and items completed compared to in-office time. He suggests upping the ante to four days per week remote for a two-week trial, fully prepared to concede to three days if need be.

Sherwood: It really turned out even better than I expected. If you look at the numbers, it makes a lot of business sense, and I’m enjoying work a lot more now. So, here we are. I’d like to suggest, if you think it makes sense, that I try four days a week for another two-week trial. I was thinking that coming in Friday63would make sense to prepare for the coming week, but we could do whichever day you prefer.

Bill: Sherwood, I’m really not sure we can do that.

Sherwood: What’s your main concern?64

Bill: It seems like you’re on your way out. I mean, are you going to quit on us? Second, what if everyone wants to do the same?

Sherwood: Fair enough. Good points.65 First, to be honest, I was close to quitting before, with all the interruptions and commute and whatnot, but I’m actually feeling great now with the change in routine.66 I’m doing more and feel relaxed for a change. Second, no one should be allowed to work remotely unless they can show increased productivity, and I’m the perfect experiment. If they can show it, however, why not let them do it on a trial basis? It lowers costs for the office, increases productivity, and makes employees happier. So, what do you say? Can I test it out for two weeks and come in Fridays to take care of the office stuff? I’ll still document everything, and you, of course, have the right to change your mind at any point.

Bill: Man, you are an insistent one. OK, we’ll give it a shot, but don’t go blabbing about it.

Sherwood: Of course. Thanks, Bill. I appreciate the trust. Talk to you soon.

  Sherwood continues to be productive at home and maintains his lower in-office performance. He reviews the results with his boss after two weeks and continues with four remote days per week for an additional two weeks until Tuesday, September 19, when he requests a full-time remote trial of two weeks while he is visiting relatives out of state.67 Sherwood’s team is in the middle of a project that requires his expertise, and he is prepared to quit if his boss refuses. He realizes that, just as you want to negotiate ad pricing close to deadlines, getting what you want often depends more on when you ask for it than how you ask for it. Though he would prefer not to quit, his income from shirts is more than enough to fund his dream-lines of Oktoberfest and beyond.

His boss acquiesces and Sherwood doesn’t have to use his threat of quitting. He goes home that evening and buys a $524 round-trip ticket, less than one week’s shirt sales, to Munich for Oktoberfest.

Now he can implement all the time-savers possible and hack out the inessentials. Somewhere between drinking wheat beer and dancing in lederhosen, Sherwood will get his work done in fine form, leaving his company better off than prior to 80/20 and leaving himself all the time in the world.

But hold on a second … What if your boss still refuses? Hmm … Then they force your hand. If upper management won’t see the light, you’ll just have to use the next chapter to fire their asses.

An Alternative: The Hourglass Approach

It can be effective to take a longer period of absence up front in what some NR have termed the “hourglass” approach, so named because you use a long proof-of-concept up front to get a short remote agreement and then negotiate back up to full-time out of the office. Here’s what it looks like.

Use a preplanned project or emergency (family issue, personal issue, relocation, home repairs, whatever) that requires you to take one or two weeks out of the office.

Say that you recognize you can’t just stop working and that you would prefer to work instead of taking vacation days.

Propose how you can work remotely and offer, if necessary, to take a pay cut for that period (and that period only) if performance isn’t up to par upon returning.

Allow the boss to collaborate on how to do it so that he or she is invested in the process.

Make the two weeks “off” the most productive period you’ve ever had at work.

Show your boss the quantifiable results upon returning, and tell him or her that—without all the distractions, commute, etc.—you can get twice as much done. Suggest two or three days at home per week as a trial for two weeks.

Make those remote days ultraproductive.

Suggest only one or two days in the office per week.

Make those days the least productive of the week.

Suggest complete mobility—the boss will go for it.

Q&A: QUESTIONS AND ACTIONS

Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him.

—THOMAS J. WATSON, founder of IBM

Liberty means responsibility. That is why most men dread it.

—GEORGE BERNARD SHAW

While entrepreneurs have the most trouble with Automation, since they fear giving up control, employees get stuck on Liberation because they fear taking control. Resolve to grab the reins—the rest of your life depends on it.

The following questions and actions will help you to replace presence-based work with performance-based freedom.

If you had a heart attack, and assuming your boss were sympathetic, how could you work remotely for four weeks?

If you hit a brick wall with a task that doesn’t seem remote-compatible or if you predict resistance from your boss, ask the following:

What are you accomplishing with this task—what is the purpose?

If you had to find other ways to accomplish the same—if your life depended on it—how would you do it? Remote conferencing? Video conferencing? GoToMeeting, GoToMyPC, DimDim.com (Mac), or related services?

Why would your boss resist remote work? What is the immediate negative effect it would have on the company and what could you do to prevent or minimize it?

Put yourself in your boss’s shoes. Based on your work history, would you trust yourself to work outside of the office?

If you wouldn’t, reread Elimination to improve production and consider the hourglass option.

Practice environment-free productivity.

Attempt to work for two to three hours in a café for two Saturdays prior to proposing a remote trial. If you exercise in a gym, attempt to exercise for those two weeks at home or otherwise outside of the gym environment. The purpose here is to separate your activities from a single environment and ensure that you have the discipline to work solo.

Quantify current productivity.

If you have applied the 80/20 Principle, set the rules of interrupting interruption, and completed related groundwork, your performance should be at an all-time high in quantifiable terms, whether customers served, revenue generated, pages produced, speed of accounts receivable, or otherwise. Document this.

Create an opportunity to demonstrate remote work productivity before asking for it as a policy.

This is to test your ability to work outside of an office environment and rack up some proof that you can kick ass without constant supervision.

Practice the art of getting past “no” before proposing.

Go to farmers’ markets to negotiate prices, ask for free first-class upgrades, ask for compensation if you encounter poor service in restaurants, and otherwise ask for the world and practice using the following magic questions when people refuse to give it to you.

“What would I need to do to [desired outcome]?”

“Under what circumstances would you [desired outcome]?”

“Have you ever made an exception?”

“I’m sure you’ve made an exception before, haven’t you?”

(If no for either of the last two, ask, “Why not?” If yes, ask, “Why?”)

Put your employer on remote training wheels—propose Monday or Friday at home.

Consider doing this, or the following step, during a period when it would be too disruptive to fire you, even if you were marginally less productive while remote.

If your employer refuses, it’s time to get a new boss or become an entrepreneur. The job will never give you the requisite time freedom. If you decide to jump ship, consider letting them make you walk the plank—quitting is often less appealing than tactfully getting fired and using severance or unemployment to take a long vacation.

Extend each successful trial period until you reach full-time or your desired level of mobility.

Don’t underestimate how much your company needs you. Perform well and ask for what you want. If you don’t get it over time, leave. It’s too big a world to spend most of life in a cubicle.

LIFESTYLE DESIGN IN ACTION

Consider trying Earth Class Mail, a service that you can reroute all your mail to, at which point they scan and e-mail you everything that comes in, giving you the option of recycling/shredding junk, getting a scan of the contents, or having specific items forwarded to you or someone you designate. I have not personally used it yet (will be testing it out this month in preparation for an upcoming trip in May), but a friend and author in Portland swears by them and knows the CEO. Seems they’ve gotten good press and the idea seems far better than relying on friends/family who, if they’re anything like my friends/family … will surely drop the ball at some point:-).

—NATHALIE

I also use GreenByPhone.com to process checks electronically that come in through my Earth Class Mail account—they charge $5 a check, but I live in San Diego, my Earth Class Mail office address is in Seattle, and I bank in Ohio. It works great!

—ANDREW

To add to your excellent list (we’ve traveled just like that for several years SWEET!), I’d like to add my modifications as a female traveler and a new mom (16-month-old baby). Personal favorites: (1) Athleta carries excellent, light, quick-dry clothing that hold up well to sports but still look very fashionable. Skorts are a must for looking feminine but being fully covered for hiking and steep pyramid steps—you know what I mean, ladies! Just a note, a slightly longer length will serve you well in a lot of countries, as well as tankini tops and swim skirts for swimming. (2) Fresh & Go toothbrush is simple to use. (3) Marsona sound machine for drowning out unfamiliar noises is a must (regularly use with baby at home too so when they hear the sound they know it’s sleep time!). This has been a lifesaver for us on many trips, and we now use it regularly at home for better sleep. No more changing hotels midtrip to avoid noise. AND, I know we have to travel light, but with baby a lot of things are nonnegotiable. These make for smoother sailing: (1) Peanut shell sling in black fleece—it’s more comfy than the cotton and you can pop baby in and out wherever you are, from birth to 35 lbs. I never take mine off, it’s part of my outfit; (2) Peapod plus portable tent—this is baby’s main bed at home and travel so baby has the same sleep place everywhere we go, and the flaps give all travel parties privacy—great from small babies to five-year-olds. I can still jam this onto a little wheeled carry-on and pack mine and baby’s minimal clothing around it; (3) Go Go Kidz TravelMate (great for wheeling car seat up to the gate for gate check or use on plane); (4) Britax Diplomat car seat is small but kids can use it from birth to approx. four years old.