The Art of Telecommuting

Almost twenty years ago, before it was fashionable, IVP’s first telecommuter, Dan Reid, set up shop two thousand miles from the home office. We thought it was an incredibly high-tech arrangement since we could communicate by mail, by phone, by fax and by CompuServe–a company that gave us the amazing capability of allowing two PCs (one in Seattle and one in Downers Grove) to exchange data and files via the phone lines. It was whacked-out futuristic in our minds. We actually managed in this primitive arrangement, if you can believe it, for a full five years before the internet connected us all in 1995.

Since then any number of IVP employees have entered the ranks of the telecommuting. But it takes more than technology to make telecommuting successful. Here’s some of the factors we’ve kept in mind that have helped it work for us.
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Company Picnic

I still vividly remember the company picnics our family would go to when I was young. At the end of August a few hundred people related to the business my dad worked for would gather in a city park in Minneapolis for food and games. A huge cauldron (my childhood memory tells me it was like a 15-foot metal watering troff) had a fire built under it with dozens and dozens of ears of fresh Minnesota corn being boiled. Everyone would gather for Bingo, with each winner taking home a silver dollar. I prized the few I managed to win. The sights and smells of the whole event still linger with me.
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What Are You Passionate About?

“Dad, what would you say is your calling in life?”

The question seemed to come out of the blue from my college-age daughter. As we stood in the kitchen, inwardly I was a bit taken aback. It was totally legitimate to ask, but it got so quickly to the core of things that I felt momentarily stunned. Did I have a calling? Had I thought about it much? What was I good at and motivated to do? What was my purpose for being on this planet?
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Long, Long-Range Planning

Last month I was at a conference in Toronto and spoke on the history of InterVarsity Press. One of the themes I highlighted was how IVP has been a conduit for British-style evangelicalism into North America over the last sixty years, a tradition that continues to this day. This is a brand of Christianity that is more comfortable interacting with culture than its American counterpart and is not afraid of the intellectual enterprise. We think the influence of the Brits on the American scene in this way has been very salutary.
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Why Do Employees Stay?

I’ve been blogging about First, Break All the Rules, calling it the best management book I’ve read. Here’s more of what it says that I find so helpful.

We measure all kinds of things in our organizations—sales, profit, growth, productivity, square footage and so on. But Marcus Buckingham and Curt Coffman say that there’s no measuring stick for a manager’s ability to find, focus and keep talented people. They try to fill in the gap by identifying the key questions every employee asks, consciously or unconsciously (pp. 43ff.).
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Nothing Beats Talent

As I wrote in a previous blog entry, First, Break All the Rules is the best management book I’ve read. One of most useful concepts that Marcus Buckingham and Curt Coffman offer is that of distinguishing talent (p. 71) from skill and knowledge (p. 83). Talent is “a recurring pattern of thought, feeling, or behavior that can be productively applied.” Talents are “the driving force behind an individual’s job performance.” They are “the four-lane highways in your mind.”
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The Best Management Book I’ve Read

First, Break All the Rules is without a doubt the best management book I’ve ever read. All I can say is read it and do likewise.

Well, actually, I can say more. Why is it good? The way it was put together. It’s not just some management consultants giving you their dog and pony show. Two Gallup Organization leaders, Marcus Buckingham and Curt Coffman, took the results of surveys and interviews with eighty thousand managers in over four hundred companies, summarizing what the best actually do best and how they do it.

Here’s a sampling of the management myths they bust.
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