Everyone hates meetings. Makers complain that they interrupt their concentration and flow. Managers moan that their entire schedule gets eaten up by trips to the conference room, leaving no time for thinking, and virtual meetings in particular are so loathed that the internet is peppered with long lists of suggested activities to distract yourself and survive them.

So it takes a bold character to suggest that what the business world needs is more virtual meetings, but that’s just what Wayne Turmel did on Management Issues recently. Of course, Turmel is a clever guy and aware that his suggestion won’t be popular, so between multiple pleas for patience from his readers, he’s at pains to point out that what he’s advocating isn’t an increase in the total number spent by virtual teams in meetings but a redistribution of meeting time from few long meetings to more, shorter ones.

Why? Turmel says that remote workers have stuck too closely to patterns formed in physical offices since moving their work online. Setting up an in-person meeting is usually a logistical challenge, as multiple schedules need to be coordinated and physical meeting spaces booked. For this reason, traditional meetings are generally infrequent but long in order to accomplish what needs doing when you can actually manage to get everyone together. But this is a flawed approach to virtual meetings, according to Turmel

When people started to do online meetings, they followed the same model, for the same reasons, but there are several fundamental differences between thoughtfully run webmeetings and a traditional meeting:

People’s attention spans are naturally shorter online. Asking someone to sit for a long time in a static environment is going to impact their ability to engage, contribute and add value. You’ll get better work and attention from people who still have some energy and will to live left.

The logistics of setting up a webmeeting (once you master the software, which takes about three practices) are infinitely easier than trying to get everyone physically in the same place at the same time, book an available conference room, and all the other administrivia. It’s also much easier to get 45 minutes out of someone’s day than a couple of hours.

When people don’t have to leave their desks to attend, there’s a lot less wasted time. People can get more work done up to the moment the meeting starts, and pick up where they left off right away.

If the meeting is short and targeted, people will pay attention more.

The logical conclusion of this reasoning for remote workers gathering virtually, according to Turmel, is more meetings of shorter duration. The result will be more engaged meeting attendees, more productivity per meeting minute and a lot less doodling and covert web surfing.

“So put down the torches and pitchforks and let’s examine the notion that more frequent, but shorter and targeted online meetings, might be an option. It’s not like what we’re doing now works so well for most of us,” concludes Turmel.

Do you agree with him that more frequent, shorter virtual meetings might be an improvement on the current way of doing business?

Image courtesy of Flickr user David Recordon.

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Will the rise of remote work mean we’re more spread out or more densely packed together? Obviously the latter, you could argue, pointing to the fact that logging in to work via the web allows colleagues to be spread from Abu Dhabi to Austin. But there is a case to be made that when the trend towards remote work is far enough along, the result will be denser communities of workers.

The Atlantic Cities explained this second point of view recently, noting data that points to a renewed and rising interest in downtown cores and trends towards more urban-style suburbs where residents live closer together and rely less on cars for transportation. Citing a post by Thomas Fisher, dean of the College of Design at the University of Minnesota, that appeared on the Huffington Post, the Atlantic piece argues that as telecommuting becomes more common these trends towards denser communities will accelerate.

With the rise of the contingent workforce, people will also live and work in ways we haven’t seen for a very long time. We have developed our cities based on the old economy, with residential, commercial, and industrial areas kept separate and ‘pure’ through single-use zoning. That made sense in an economy that divided our work lives from our private lives, and that spawned large-scale noxious industries that no one wanted nearby. The next economy, though, may look more like the way in which people lived and worked prior to the industrial revolution, in which home, office, and shop co-exist in some combination of physical and digital space. This may require rethinking our zoning laws to allow for a much finer-grain mix of uses and re-purposing buildings designed for single functions that will have no tenants or buyers if they remain that way.

The Atlantic points out, knowledge work requires creative, thoughtful professionals who in turn need stimulating, densely populated spaces where they can run into and bump ideas off others of their kind. Remote work won’t eliminate this need. It’ll just shift where these interactions happen from the water cooler at the office to the street outside your house.

This idea that the changing nature of work will alter how we envision and build our communities has come up on WebWorkerDaily before. Coworking advocates, for example, have noted that, as people stay closer to their houses during the workday, they demand more from their community (and also offer it more) spurring development around their homes and coworking spaces.

Jerome Chang, an architect and owner of BLANKSPACES coworking in Los Angeles, noted that Zappos, ahead of the curve as usual, is already trying to put these insights into practice, building a new corporate campus that the company hopes will encourage employees to mix their work and personal lives in the same downtown area.

Do you think the rise of remote work will spur us to rethink our communities?

Image courtesy of Flickr user shotmeshotyou.

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Enterprise social networking may still be in its infancy when it comes to widespread adoption, but its popularity as a buzzword could hardly be hotter. What’s the result? A lot of folks with little experience of how to best use enterprise social tools rushing to introduce them. That’s not a recipe for a flawless roll out of new ways of working and sharing.

So what usually goes wrong? At Net:Work 2011 Podio CEO Tommy Ahlers suggested  companies often make things too complicated, complaining about “Swiss army knives” that try to solve every problem and end up failing users. When I spoke with Yammer CEO David Sacks a few weeks ago, he suggested that companies often go wrong by “trying to bolt that on to some existing tool, because if the tool isn’t built from the ground up to be social, it’s not going to have the level of usability that’s required.”

Now David Lavenda, VP of marketing at social email company harmon.ie, has gotten into the act, offering up common ways that well intentioned companies muck up the roll out of social tools and suggesting better ways to bring these tools to your team. “Simply throwing out social tools isn’t going to work,” he says, pointing to recent Forrester research that found widespread under-utilization of social tools. The study shows that even though companies have invested in an average of five or more tools, 64 percent realized few, if any, benefits from that investment. Only 8 percent actually use social collaboration software once a week.

So what should you do if you want your company or team’s move to social to go as poorly as some of the roll-outs documented by Forrester?

Imagine your team loves change. Some people like nothing better than to shake things up and try something new, but you can be pretty sure that’s not everyone on your team. So when you’re thinking about rolling out a tool to make your organization more social, keep in mind the howls of complaint that greet even the smallest changes to social networks in the consumer space.

“People are naturally reluctant to change,” says Lavenda. “Enterprise 2.0 author Andrew McAfee warns organizations to, ‘never underestimate the fondness of people and organizations for the status quo.’ When transitioning to a social model, it’s imperative to understand exactly how users work. Then, build a strategy and toolset that integrates with these practices in a way that makes sense with their current workflow, rather than asking users to make a dramatic change in their behavior.”

Rip and replace. If the wheel is turning along with just a bit of a creak or wobble, it’s not a good idea to try and entirely reinvent it. “People are often lured into thinking they need something entirely new to solve a problem. Instead of a D-Day approach that flips the switch on relatively unproven technologies like blogs, wikis and allied next-gen tools—essentially asking employees to immediately abandon existing tools like email and documents—plan for a gradual introduction that allows users to get up to speed with new functionality and capabilities at a comfortable pace,” recommends Lavenda, adding, “the idea is to improve productivity, not hinder it.”

The more the merrier. More may be better when it comes to chocolate cake or vacation days, but not when it comes to tools for the social enterprise. Rather than asking your team to log in to six different things, try to find solutions that allow them one go-to place for many needs. “An effective social strategy must start in a familiar environment and then aggregate all other pieces into the users’ base of operations. The goal is to eliminate steps, not add more. Bundling collaboration tools together in a common context and shared window drives faster, more widespread adoption and delivers the promised benefits of social enterprise integration much quicker,” says Lavenda.

Have you experienced any serious screw ups in the real of enterprise social that you’d like to warn others to avoid?

Image courtesy of Flickr user markomni.

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Calendar applications are great, but sometimes you need to track how many days until an upcoming event. Or in some cases, you might want to track how many consecutive days you’ve been doing something; handy for monitoring health and other activities. D-Day, found in the iTunes app store, is a free iOS program that manages both scenarios, making it a must-have app on my iPhone.

The software is pretty simple; you just enter a date on one of the three tabs to track days left, days past, or days until someone’s birthday. You can easily customize the title of what you’re tracking and the events can be added to your native calendar app or be set to repeat.

My main purpose for finding and using D-Day is my running streak, which I began on January 1, 2011. Today, for example, is my 400th consecutive day of running at least a mile. I need the daily counter that D-Day provides me for my running log. For additional fun, I keep track of my age in days. The app tells me that today I woke up for the 15,524th day. My kids swear I don’t look a day over 15,000, so the running must be helping.

Click to view slideshow.

Although my primary purpose for D-Day is my running streak, I’ve found it can be useful for so much more. People who stopped smoking and want to keep track of how long since that last light-up can use D-Day. Maybe you want to track how long it’s been since a quiet date with your significant other. (Trust me mobile younglings, this becomes important as date-night frequency drops off once you’ve been alive for that first 10,000 days!) Or perhaps you have a goal to lose 10 pounds in 100 days; D-Day can be your iOS countdown buddy for that or an upcoming project.

The free version of D-Day is ad-supported and there’s an in-app purchase option to go Pro for $0.99. The lite version is working just fine for me as I’ve used it daily for the last 400 days.

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Healthy collaboration is a target many aim for but many miss. Why? It’s far easier to say you want your team to work smoothly together without too much stress than it is to actually accomplish the open sharing and feeling of unity, trust and purpose that demands.

Just knowing that collaboration is easy to screw up isn’t of much use though. What would be truly helpful would be a specific taxonomy of the mistakes that frequently hobble teams, including the emotional and irrational complexities that can bedevil collaboration, as well as a benchmark survey of how the best teams manage to get everyone working together well. Handily, that’s just what a new study by Collaborative Coaching and Resonance Strategies aims to find out.

Through two small pilot studies the partners have developed a survey that digs down into what separates mere team members from true team players by asking participants to detail the differences between their ideal team and their actual experiences working in supposedly collaborative groups. Participants also signal their emotional impressions of teamwork by choosing from an array of sketched facial expressions. “These facial expressions are true in all cultures,” explains Yosh Beier, co-founder of Collaborative Coaching. The word disgust, say, may carry different resonance n India and Indiana, so using pictures takes away the danger that differences in culture or language could skew the results.

And even after examining a small sample of just over a hundred responses, Beier explains, he and his research partners are starting to see intriguing patterns emerge, including generational differences, common complaints about the current reality of teams (lack of recognition and excessive workload prominent among them) and similar notions of what moves a team from bearable to exciting.

What we find is there is a certain amount of results that people want to accomplish, so if a team doesn’t even manage to achieve its goals then that is very frustrating and dominates the experience. But it’s a little bit like Maslow’s hierarchy of needs. The moment teams reach a critical amount of ability to really produce results then results aren’t that important any more and other factors dominate such as connection and cohesion. People wonder: Do I see purpose? Is this meaningful for me? How much of a challenge is this?

There is also a generational theme. So far, the younger the respondents, the less happy they are with the current state of affairs on their teams.

It’s too early yet to determine if the youngest team members are the most frustrated simply because they have the highest expectations, Beier says, and an insufficient number of remote workers have so far taken the survey to conclusively determine if being virtual changes teams’ interactions or expectations. So the researchers are rolling out the survey to a number of firms, including consultancy W.L. Gore, and are also making it available online to anyone interested in participating. The only criterion for eligibility is experience working collaboratively. So if you feel like aiding an investigation of how to make teams truly gel and explore your own feelings about collaboration, 15 minutes is all you need to complete it. We’ll keep you posted on the results.

In your experience, what are the key factors that make a team really click so they can be effective collaborators?

Image courtesy of Flickr user woodleywonderworks.

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Some people start businesses because they want to get rich. Some because they need to solve a problem that’s been annoying them for ages. And some just want to be able to wear flip-flops to work.

Several years ago, when Brian Curin and his business partners were busy building up the Cold Stone Creamery franchise, “We built a big office, the Taj Mahal of offices,” he explains. But this group of surfers and outdoor enthusiasts wasn’t particularly taken with the suit and tie lifestyle, so when they moved on to their next venture, they let their lifestyle considerations guide them.

The result is Flip Flop Shops, a quick-growing franchise of more than 45 stores selling beach-ready footwear, that Curin, who serves as president, and four partners run out of home offices spread from Atlanta to Vancouver, British Columbia. “It’s a true lifestyle brand,” says Curin. “Jeans, T-shirts, shorts, flip-flops: that’s what we wear everywhere and what’s nice is it’s sort of expected. So where most people couldn’t get away with dressing like bums, when we go to places everyone goes: ‘Oh, it’s the Flip Flop guys. It’s OK. Let them in.’”

Talent

Curin has a simple mantra when it comes to hiring: Attitude first. When adding to their team of support staff (currently five people) or deciding who gets a franchise, experience and qualifications come behind passion. “It’s so critical for us to get the absolute right fit, and that may not be the most qualified all the time. It may just be the person who goes, ‘I used to work in the corporate world and I’d cut off my left arm if I didn’t have to deal with that,’” he says, adding “when you find those people, you just have to set the expectations.”

And a particular location isn’t among his. “Go to Mexico!” he tells his staff. “You’d probably do better if you were just living the life and doing what we need you to do.” Nor are set hours important. “If the waves are good, they’re probably going to be out of their office,” Curin concedes. What is important is that people get work done on time and forge a personal relationship with the team.

To find the right talent for this type of team, Curin is a firm believer in interviewing face to face. “People can sound one way on the phone and interview great and look good on paper, but nothing compares to face to face,” he says, but he’s also a huge fan of a healthy degree of social media snooping to screen candidates before that stage.

“People aren’t smart on Facebook. Most people put everything out there, and so in a matter of a few minutes you get a really good flavor for their vibe. You either like it or you don’t, but it makes you way more prepared when you go meet with them,” he explains. Referrals also help ensure cultural fit: “It’s rare that we get somebody that’s just cold, never met them, out of the blue.”

Tools

In collaboration tools, as in footwear, Curin doesn’t get too fancy. “Part of the whole ‘free your toes’ mentality, this lifestyle we lead, is simplicity, so Apple,” he says, giving a one word answer to the tools his team uses to keep in touch. “Apple gives us all the gadgety things we need — iPhone, iPad, iEverything — to make this whole virtual office thing work for us,” he continues, sounding like a contented fanboy. Anything else? Just FaceTime (Apple again) and “no less than 20″ calls a day to CEO Darin Kraetsch.

The company is also a fan of social media, as we’ve heard for recruiting, but also for keeping up to date with franchisees. “We set up a closed loop Facebook page for shop owners only. We’re the admins on it so we can accept or deny people. The public can’t view it, and it’s set up as a platform for all of our shop owners to talk and share best practices, complain, share inventory, whatever it is,” he says.

Tips

“We respect the fact that we’ve got a really good thing here. We don’t suit-and-tie it. We don’t report to anybody,” says Curin, but he does see one downside to his current setup, and it’s a common one for virtual workers. “The one downfall is you truly never get that total shut off downtime except maybe once, twice a year where we tell each other, ‘hey, I’m going to Hawaii,’ my phone’s done,’” he says.

And while Curin admits that shutting out work stuff at home is a challenge, he’s firmer about shutting out home stuff when he’s working. “Make sure your space is set up the right way, so basically, when you go in there, it’s: ‘I am at work.’ You’ve got to make sure those ground rules are set with your significant other or your roommate, whoever it is.” And this space shouldn’t just be any old desk, chair, computer setup but a place that truly reflects your lifestyle. “To do it successfully, you can still be in your pajamas, but make sure your space fits the vibe of whatever business that you’re in.” Need an example? Check out Curin’s home office to the left.

Image courtesy Flickr user VanDammeMaarten.be.

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App developer Readdle has been very busy lately. A big update arrived recently for its PDF Expert software, and now the company is also launching a brand new note-taking and PDF annotation iPad app called Remarks. Here’s a hands on look at what the app offers users.

Remarks, like PDF Expert, offers PDF annotation and filling tools, but it’s a much more streamlined tool than that app, with a focus on making it easy to mark up and share documents, as well as create your own notes and notebooks independent of any pre-existing PDFs that can also be marked up and shared with other Remarks users for collaborative work.

Remarks is that rare beast among PDF tools, either on or off the iPad: it features a simple, straightforward interface and everything work very quickly, with speedy response times for turning pages, adding notes, and basically anything else you’d want to do. Tools, including pens, highlighters, preset shapes and text entry, are clearly labeled with simple icons, and there’s no visual clutter or wealth of unnecessary options to distract you from what you actually need to get done.

Sharing may be one of Remarks’ best feature. Using email, you can easily share documents with other Remarks users, including annotated PDFs and notes created in the app itself. But in an upcoming update, Readdle is planning to introduce Dropbox, Box.net and other cloud storage sharing options, too, making it even more convenient for doing collaborative work.

Paired with a Bluetooth keyboard or stylus, Remarks is even more useful. It features effective accidental touch or wrist-detection, meaning you can write naturally with a stylus without worrying about drawing in the wrong place, and regular Mac key shortcuts like Command+C, Command+V and Command+A work with keyboard text input.

Remarks allows flexibility in creating notes and notebooks, allowing you to rearrange pages as you add them or after the fact, but it doesn’t overwhelm with options like other iPad notebook offerings. And since it’s also a full-fledged PDF annotation tool, and one that can be used collaboratively, it’s probably one of the most versatile iPad apps for students, and a fairly inexpensive one at $4.99.

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“To most effectively build a thriving enterprise social network, the existing groundswell community, forward-thinking leaders, and use case influencers must be directly involved and feel a personal connection to the success of the network,” said Murray. He noted that although all three of these user groups are important, they each play different roles.

Marketing, sales, information technology, and formal communities of practice are all tangible units at the heart of an organization. Yammer’s implementation experts have found that great things happen when these segments identify use cases for the product. Groundswell adoption and executive attention are both valuable for awareness, but the heart is best able to combat the “what’s in it for me” questions that push back against any new collaboration tool. The heart has identifiable work to get done that can often benefit in a visible way by having faster or broader access to knowledge across the organization.

Value From Sharing Across Similar Stores & Regions

Supervalu  (a nationwide grocery and pharmacy company, which owns Albertsons, Lucky, and Jewel-Osco) provides an especially good example of how Yammer can help facilitate collaboration. When Supervalu’s CEO Craig Herkert started in 2009, he aimed to transform the company through “radical transparency” and give the stores a hyperlocal focus to better meet their customers’ needs.

With a history that goes back to 1870, Supervalu was a conservative company where social media use was rare. There had been informal use of Yammer at Supervalu for years, but things didn’t take off until the business units began developing ways to support the hyperlocal efforts in the stores.

In one particularly effective project, store directors photographed product displays, posted the pictures on Yammer, and linked the images to local demographics and outcomes. Directors in similar situations (e.g., a college town during spring break) were able to use that information to decide which displays were likely to generate the most sales.

Herkert’s executive vision gave collaboration and transparency greater credibility and budget, but it was the business goal at the heart of the company that gave the collaboration efforts the energy to spread.

As Herkert says in this video, “Yammer has made my life easier, but what it has really done is made my life as a CEO better. Better because I’m able to listen and converse with all of our associates. Real time. All the time.”

7-Eleven convenience stores provide another example. Similar to Supervalu, Yammer was adopted by a groundswell community, and the executives were on-board, but it was in the heart where the value grew.

The company is built on a very distributed model with stores spread around the globe. David Sacks, Yammer’s CEO, said 7-Eleven aimed to use Yammer to “unify its distributed workforce, drive consistency across franchise locations, and foster better communication among employees and leadership.”

7-Eleven’s information technology group was the first to use Yammer, but now the dominant use case is of directors tracking regional trends and sharing that information. They also appreciate how easy it is to quickly share examples of employees supporting their guest services culture. For instance, a story about an employee who helped a customer change a tire in a 7-Eleven parking lot might not be something that would be emailed to all, but it’s perfect for a short post.

Sharing with a Purpose

Sharing is a crucial part of collaboration, and tools such as Yammer provide us with low friction ways to share our knowledge, activities, and results. Yammer’s experience with their clients suggests that while broad, groundswell support and executive attention are important for creating a viable network, business success comes from sharing at the heart of the organization’s work.

How are these three levels (groundswell, heart, executive) of importance in your own collaborations?

Images courtesy of Yammer

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Independent and remote work may be on the rise and, as many experts have told us, this offers great benefits, from access to new markets for previously underemployed talent to the joys of autonomy and control for workers. But not every aspect of the change is rosy. Provision of benefits like health insurance is an often mentioned problem as is downward pressure on wages, but on Deskmag recently, Nina Pohler identified another potential problem: exploitation of independent workers by those contracting out work.

“While coworking spaces might come pretty close to the ideal working space, at times they can also be spaces where some of the worst characteristics of a capitalist economy are being reproduced — just like in an ordinary workspace,” she writes. Independent work may solve many problems, but it doesn’t get rid of asymmetric relationships between those handing out work and those completing it, she states. What does she mean by this?

If there is a big difference between the partners in a work relationship, sometimes the stronger party gets all the advantages and benefits, while the weaker party has to bear the full risk and disadvantages.

Usually the strong partner is someone who is established and well connected. Often these people or companies are very good at communicating and selling, they act mainly as project managers, while contracting out the actual development or design work to other people. The subcontractors in turn are often newcomers who don’t have a big network, who are rather inexperienced and not as good at selling themselves and their work. Usually these people are happy that someone subcontracts them work and they don’t have to spend time on acquisition, communicating and networking. The relationship between the main contractor and the subcontractor can be win-win situation, but rather often it is not.

The result of this unequal balance of power, Pohler claims, can be impossible deadlines, insane hours, failure to pay for revisions to a project and extremely long lag times before payment for subcontractors. And coworking spaces, she feels, may be inadvertently making the problem worse. “It is easy to find young, skilled and motivated people as subcontractors, and it is easy to build relationships on the assumption that everyone is more or less the same and equal,” she writes.

Pohler may diagnose the problem in her article, but when it comes to solutions, she simply advocates for greater discussion of the issue and more openness in the community.

Is that an adequate solution, or do you think independent workers need to do more to protect themselves?

Image courtesy of Flickr user JD Hancock.

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Video chat is changing the way people communicate, which is becoming increasingly evident in the way it’s being used for virtual work. Remote teams are turning to video communications to provide more face-to-face contact between team members. That’s why Elance recently introduced video chat to its users, as a new feature embedded directly into the site.

Elance has grown pretty dramatically over the past few years, as more and more jobs move online and work becomes more virtual. To provide more value to its users, the company wants to do more than just connect employers and contractors. That’s why it has a virtual workroom that enables collaborative work and communications tools between them.

In their virtual workrooms, contractors can send messages, submit invoices, respond to to-do lists and other features. And now, Elance has added a new video chat feature to enable more “face-to-face” contact between collaborators, without users having to enter a whole different application to connect.

According to Elance VP of Small and Medium-Sized Businesses Ved Sinha, the addition of video chat to the virtual workroom will reduce the friction that comes when employers and contractors work together. While many had previously interfaced through other applications, building the chat window directly into a contractor’s dashboard enables instant communication with the click of a button.

To do this, Elance uses Tokbox’s OpenTok video chat client, which enables businesses to embed video chat into their websites. While there are plenty of video chat offerings available on the market today, Sinha told me by phone that OpenTok was the only solution that allowed Elance to build video chat directly and seamlessly into the virtual workroom.

That was a big advantage for Elance, which wanted to ensure its users didn’t have to open a different client or application to get in touch with one another. And for its clients, the feature should enable better coordination and more productivity.

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