Thoughts

13 arguments for telecommuting

I thought I’d put together this list of arguments you could use to make the case for telecommuting at your workplace. No, there’s nothing special about the number 13. That’s how many reasons I came up with. If you know of more, please let me know and I’ll be glad to publish them here.

First, I should say I’m all for telecommuting, and I think it’s unfair to make people come into work when most jobs — in particular tech jobs — can be readily converted (with little or no effort) to allow employees to work from their homes.

Reduced office space

Leased office space can be less (significantly less) when employees are allowed to telecommute, since most people won’t need dedicated offices at company headquarters. All that’s needed are offices for the employees that need to be there: phone operators, receptionists, facilities, help desk, and meeting rooms. You’ll need the latter because employees will probably need to come in for meetings or other tasks that need to be performed on-site once a week or every two weeks. In addition, sales folks may need to come in to meet with clients, etc. An unexpected benefit will be that you’ll actually be using the conference rooms a lot more than before. Management will be happy, since the space they’re paying for will be well utilized.

Reduced business utilities

Utilities and other bills, like communications, will be much, much less. With most of the workforce staying at home, and much less office space, electricity usage will be slashed. None of those things that really rack up the bills, like A/C, computers and lights will be anywhere near their previous figures. People will use IM and video conferencing tools (like Skype) to communicate with each other, and will use home phones when needed. You’ll be able to ditch expensive phone system, or scale them down significantly.

Less crowding during rush hour

Businesses that allow their employees to telecommute are doing a greater good. They’re directly contributing to solving today’s serious traffic problems. When employees don’t need to come into work, they stay home and their cars stay in the garage, not on the streets, clogging up avenues and highways, causing traffic delays and accidents. Let’s not also forget the added benefits of burning up less fossil fuels.

Less pollution

When cars stay in the garage, there’s less pollution. I’m not just talking about greenhouse gases, I’m talking about traffic noise as well. Those of you who live near busy streets know this.

Contribute to national security efforts

Businesses that allow employees to telecommute are indirectly contributing to the safety of our country, by reducing our dependence on foreign oil. The less gas employees burn driving to work, the less gas that we’ll need to purchase from countries that finance terrorism. That’s always a good thing. And police and fire trucks will have an easier time driving on our streets during rush hour with less cars on the roads.

Less stress for everyone

I don’t know about you but traffic is very stressful. Sitting in traffic, knowing you can’t go anywhere and you’re stuck there, sandwiched in between other cars, puts one in a very helpless mood. Don’t even get me started on how much time is wasted on commutes, because that’s completely ridiculous and unnecessary. And let’s not forget the people who are actually trying to go shopping or must make it to an event during rush hour. They’re stuck in there too, and they’re not going to work.

Higher job satisfaction

Wasted time makes productive people unhappy. Time and energy gets wasted in traffic. Hence, allowing employees to work from home makes them happy. It’s logical, isn’t it? Besides, I don’t need to analyze things to know that if I could sit at my computer in the morning, right after having breakfast, and get right to work, instead of having to find clothes, get in the car, waste my time on the road, get out of the car and settle in my office, I’d be a lot happier. Why go through all that when I’ve got everything I need right at home?

Less expenses for employees

What do we spend on gas every month? C’mon, add it up! I spend about $100, but I’m one of the luckier ones, because I only have a 25 mile round-trip commute. I’m sure other people spend more. And we’re not even counting the wear and tear on our cars. And how would we value the time we waste in traffic, time that could be spent working productively? I suppose we could calculate our hourly rate, then come up with a total for the time wasted on the road.

Less expenses per employee (business-wise)

Managers, count up the costs to get an employee in a chair at your place. Add in furniture, supplies and equipment (and make sure to include the computer as well). Well, now slash all those costs by about 70%. Happier? An employee that works from home won’t need an office, won’t need a phone, won’t need a desk or a chair or a bookcase or a filing cabinet or even a computer. Okay, there might be some leeway with the computer. You could let them sign out company equipment if you desire, or sponsor the whole or part of the cost of a computer, considering that they’ll use it for work now in addition to their home chores. And you might need to supply them with work-related software as well. But think about it, all of the other costs will go away. When employees come in, they can use terminals set up in the conference rooms, or bring their own laptops. And they’ll use common desks set up near conference rooms to do work that needs to be done at work, not dedicated offices.

Improved management practices

When employees telecommute, work becomes objective and goal-oriented for everyone. It has to, in order for telecommuting to work. Employees get treated as adults instead of babies that need to be micromanaged. Clear monthly and weekly objectives get set, and employees produce status reports or track their objectives online. When tracking is enabled, it’s easy to see who performs and who doesn’t perform. Non-performers can be let go. This is efficient management. Employees are enabled to do what they need to do, and the good ones will go out there and do it.

More family time

Those of you who are married or have significant others, let me ask you this: if you had two hours a day, extra, would you spend them in traffic, or would you spend them with the person you love? That’s an easy answer, right? So okay, you don’t have a spouse. Wouldn’t you rather pursue a hobby or read a book rather than waste your time in traffic?

Safety, safety, safety

People without time constraints are more laid back when they drive. When you work from home, you don’t need to rush into work. This means we’ll have less aggressive drivers on the streets, and our lifestyles will be more relaxed on the whole. Businesses who allow their employees to telecommute are indirectly decreasing the number of accidents and costly traffic tickets.

No more workplace annoyances

This may be more of a pet peeve of mine than anyone else’s, but I’d rather use the bathroom at home than the one at work. I don’t want to go to the bathroom and see (or smell) someone else in there. Why? Because people are disgusting. I want to be able to relax, at home, in my own bathroom, where I’m not in danger of contracting other people’s germs or be subjected to other people’s gross bathroom habits. I’m sure there are plenty of things that annoy you about your own workplace or co-workers, so we probably don’t need to get started down that path. Well, wouldn’t you be happier if you could see less of those annoying people, and only deal with them through email, from time to time? I thought so.

Hope this helps you make the case for telecommuting at your own workplace. Or, that it helps business managers realize the value of this wonderful practice, which is a fantastic way to attract motivated and valuable employees to one’s organization.

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Thoughts

A doctor's view on "free lunches" and politicians

The following open letter from Dr. Sanford Siegel, President of the Chesapeake Urology Associates, to Rep. Henry Waxman (R-CA), was pointed out to me this morning. I asked Dr. Siegel’s permission to post it in its entirety on ComeAcross, and he agreed. I’m struck by how true this letter rings. My father is a doctor. He works hard, seven days a week. He wakes up at 5 in the morning and usually works till 10 or 11 at night. Whatever “free lunches” he gets when he goes to get CMEs (Continuing Medical Education) or to attend conferences and seminars in order to become a better doctor are well deserved. On the other hand, I’m not so sure how well deserved the salaries of our politicians really are, considering their work ethic, isolation from public sentiment, and openness to lobbyists. But then again, the tactic of distracting the public has been employed by politicians for ages, so this should be no surprise. Read Dr. Siegel’s letter, it’s an eye opener!

Dear Mr. Representative,

On Saturday July 29, 2006, there was an article on the front page of The Baltimore Sun entitled “Medical Salesmen Prescribe Lunches.” This article describes how the pharmaceutical representatives use free lunches to gain access to Doctors. In this article, you are quoted to say, “It’s obvious that drug companies provide these free lunches so their sales reps can get the Doctor’s ear and influence the prescribing practice. That’s not the way it should be done. Physicians should get their information from peer review and objective sources.” I am a physician, and we do get our information from peer reviewed journals and continuous medical education meetings. We are required to have 50 hours a year of continuing medical education. The reps simply supply valuable prescribing information about the use of the
drugs and their benefits.

Instead of insinuating impropriety on the part of Doctors and Pharmaceutical reps, maybe you should look into how your Congress functions. You are a member of the most abusive Congress in history. You are a member of Congress that will only work 76 days this entire year. That is the lowest number of days in history. They call this Congress, affectionately, the “Tuesday to Thursday Club,” as the Representatives come to work on Tuesday and leave Thursday afternoon. The lowest salary paid to a Congressman is $165,200/year. If you think I am misinformed, please refer to the ABC news report done on Saturday July 29th. They did the piece on, “Are we getting our monies worth?” Obviously, we are not.

The average salary for a Pediatrician is less than $100,000/year. They work 7-days-a- week, 48 to 50 weeks a year. They have not had a pay raise in 15 years. When was your last pay raise? We get “free” lunches from these Pharma Reps so we can learn about new drugs, their benefit to our patients, and where they will be harmful. Most of us will take 10-15 minutes a day for lunch, and most days we do not get lunch. We cannot see them during office time. Our days start at 7-8 in the morning and don’t end like other people’s work days. When we finish office hours, we go to the Hospital to see patients, and it does not end there, either. We then can go home and make phone calls to patients for an hour. We do this every day, 5-6 days a week. That is a far cry from your 76 days a year.

Your quote makes reference to the influence they have on us to use their drugs. Are you so naive to believe that a turkey wrap or a piece of dried out chicken parmesan will make us use a drug which we do not feel will be beneficial to our patients? Why is it legal for the airlines to give frequent flier miles for inducement to people to use that airline or for the restaurants who provide these Doctor lunches to have “frequent buyer” programs where “each dollar spent earns points that can be exchanged for movie tickets, gift certificates to Home Depot or Nordstrom or an ‘executive spa treatment,'” for the Reps who buy them? Should I believe that the junkets to Scotland for your colleagues to play golf, the lavish dinners they throw for members of Congress, the free airplane tickets or Super Bowl tickets, etc., do not influence you and your votes? Are you getting your information from, as you said, those “objective sources, the highly paid lobbyist?” How can you be so self-righteous? I am so insulted by your comments.

Like most Congressmen, Doctors are honest, hard-working people and dedicated to the people they serve. We do not abuse or take advantage of the system. Tell me what you would do without us? There may be a few bad apples, but the medical care in the United States is second to none. Is it made worse by these lunches? We have been hammered with 40% to 50% cuts in our reimbursement over the last 15 years. The Doctors share of the health care pie has shrunk from 30% to 8%. Overhead continues to soar. Healthcare insurance rates to my employees rose 24% this July. Two weeks later, I got a letter telling me this same company was reducing our reimbursement by 21%.

Dr. McGuire, the CEO of United Healthcare, was paid 1.6 BILLION (yes Billion) dollars last year. You must know that because CALPERS was so incensed they have filed a grievance with United Healthcare. Have you looked at them? Don’t you think that is just a tad more egregious than chicken parmesan?

This article has stirred a fire in me. I am angry that people of such influence, such as you, could attack us for something like lunches. There are so many important issues to address. Fix health care for the poor; bring peace to Afghanistan, Iraq, and the Middle East. Do something meaningful about these problems, and the historically low approval rating (26%) for this Congress may improve.

If you’d like to contact me to discuss this matter further, I can be reached at ssiegel585 [at] gmail.com or 410-581-1600.

Very Sincerely,

Sanford Siegel
President, Chesapeake Urology Associates

cc. Members of the 109th Congress
The Baltimore Sun
The Baltimore Examiner
Baltimore Business Journal
Washington Post
Washington Times
The New York Times

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Reviews

Three interesting downloads from Microsoft

Microsoft’s out to kick butt lately, and with these three downloads, it’s taking on three companies at once: Apple, Adobe and Intuit. Try them out, and judge how well Microsoftie’s doing in the fights:

  1. Windows Media Player 11: organized pretty much like iTunes, but with a leaner installer — iTunes weighs in at over 35 MB for the installer, and WMP11 is a featherweight at 24.5 MB.
  2. Microsoft Expression Web Designer (Beta): Dreamweaver, you bloated piece of software, here comes MS to kick you into shape! If you’re sick of 100% CPU overhead when synchronizing your sites with Dreamweaver, like I am, then give the Web Designer a go. You might find it tastes a bit like Equal, not sugar, but hey, anything to whip Adobe into shape, right? Oh, and the kicker: it opens .dwt files. Yup, you heard me right…
  3. Microsoft Office Accounting 2007 (Beta): Quickbooks, shake in your boots! This piece of software will let 1-person or small businesses do most of the things they could do in Quickbooks, and, they’ll be able to do them knowing an enterprise-level database is storing their data, not some Quickbooks proprietary format db. Yes, Office Account 2007 installs SQL Server 2005 Express. A reboot is needed as well after the install (b/c of SQL Server). Yes, it imports data from Quickbooks, and from MS Money.
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Reviews

USPS Priority Mail is anything but that

USPSRecently mailed a package with Priority Mail, and it didn’t arrive at its destination on time. All the USPS website would tell me is that the shipping info was received. When I called them 7 days later — remember, Priority Mail is supposed to be a 2-3 day delivery — I told them I had a shipping/label number and asked what happened to my package. They couldn’t tell me anything. Their official answer was: “We can’t track Priority Mail packages.”

What’s the point of offering a tracking service if you can’t track it?

So I asked them, is there a way to start an investigation, and find out what happened to that package? What if it’s lost, what if someone stole it? What happens now? Their answer? “We can’t investigate Priority Mail packages. We can only investigate Express Mail packages.”

So I asked them what weight is carried with all of their “official” notices that say that tampering with or stealing postal mail is a theft, and is punishable under the law, etc. If there’s no way to tell where a Priority Mail package is, and they’re not willing or not able to start an investigation, does that mean people can go ahead and steal Priority Mail packages? No answer there.

There you have it. Not only is Priority Mail more costly than First Class Mail, not only does not take 2-3 days for mail to get there (it usually takes a week and the USPS only offers excuses when that happens), but the tracking service is non-existent, and you can’t find out what happened to your package if it never arrives at its destination.

What lesson are we to draw from this? My take on it is that Priority Mail is inferior to other shipping services out there. It may be cheaper than UPS or FedEx, but the packages can get stolen, they can get trampled on, they can be late or never arrive at their destination, and the USPS won’t care.

Updated 11/14/2007: I held a book drawing here, and one of my readers won it. After mailing the book via Priority Mail to him, the envelope got there damaged, opened and empty. We know we sealed it properly right at the post office and paid $8 to ship it. To add insult to injury, the message stamped on the envelope from the post office in his town that said the envelope was received opened and damaged. So not only did they damage my package and lose the book, but they lied about how the book got to be “lost” in the first place.

Updated 12/13/2007: The USPS has managed to top its previous performance. It has now taken them 13 days to deliver a local package to a distance of 25 miles.

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Thoughts

Why you shouldn't "let go of difficult clients"

I recently read an article entitled “Letting Go of Difficult Clients“, written by Amy Berger and featured in the August 2006 issue of The Costco Connection. I do not agree with the views she expresses there.

While there are times when a relationship with a client has to be severed, none of the conditions presented by Ms. Berger in her article are truly qualified. What’s more, they encourage a sort of irresponsible attitude, where consultants who don’t comprehend the meaning of the client-consultant relationship and the level of trust that’s involved with it, fire clients on a whim, severely endangering the projects with which they’re involved.

Let me go through her article and explain what I mean:

  • “The client seems ambivalent.” This is perfectly normal. I don’t know of many people that can afford to spend thousands of dollars without carefully considering the options. I also don’t know of many people whose schedule allows them to do the things they’ve planned all the time. Unexpected circumstances always come up and delay things. If you fire a client based on a delay that couldn’t be helped, you’ll end up looking like a heel. If you hang in there, you not only get the contract, but also gain a deeper level of trust with the client.
  • “You can’t tell who’s boss.” Exactly how can you help someone’s immediate and unexpected transfer? Sure, if you want to lose your contract, go in there and blow off steam about how “disorganized” they are. But if you want to keep the contract, you go and meet with the new principals, and agree on how to move forward.
  • “Your communication styles don’t mesh.” Since when have two people’s communication styles meshed completely? Let’s get serious! There are husbands and wives who don’t manage their communication well, and they live together day in and day out. It’s your responsibility as a consultant to be flexible, and work with the client to ensure proper communication.
  • “The client is overinvolved.” Most people take some time to get sold on a new idea. The more different this new idea is from what they’re used to, the more time it takes for them to understand it, and it takes yet more time for them to trust it. If the client doesn’t get back to you immediately with feedback on what you present him or her with, wait, and occupy yourself with other projects in the meantime. Give them gentle reminders from time to time, and express your availability to discuss the project further if needed. Eventually, they’ll come around, or they’ll move on. But let that decision be theirs, not yours. Exactly what do you lose, as a consultant, if you spend a minute or two a week crafting a short message to remind the client of the project? You only stand to gain a contract, and your gentle persistence will help soothe the client’s fears.

Let me give an example to illustrate this last point. Two years ago, I started working on moving a client’s offline, paper-based business, to an online website that would automate the tasks she did by hand, saving her countless hours of drudgery. She was used to the paper process, understood it well, and knew it worked. But she also knew she needed to make a change, because managing it on paper took up too much of her time. When I put forward the idea of a website that could do all she did on paper and more, she was reluctant, but I gently persisted, and with the aid of mutual friends, she was finally persuaded to go forward with the project.

Within a year, she started to see the benefits, and got excited. But it took two years for her to realize the full potential of moving her business online, and now she finally admitted that I’ve changed the way she does business. She told me she now realizes how easy it is to run her business this way, and has started to look for a house in a different area, because she no longer has a need for a physical presence in the area that her business serves.

What’s the moral of this story? If you expect a client to change their views based on one presentation or a meeting, you’re kidding yourself. It takes time, months and even years, for people to make sense of something that’s completely new to them.

Now here are the circumstances when you can start thinking about firing the client:

  • He or she doesn’t pay the bills. I’m not talking about delays of weeks. That’s normal, and with big businesses, that’s even expected. Something tragic may have even happened that has severely limited their finances. But when they keep saying the check’s in the mail, and it never arrives, that’s when it’s time to get serious. Verifiable lying is always a good indicator of a client that needs to be fired. Besides, the problem of non-payment is easily solved by always asking for a percentage of the project upfront. That way you’re guaranteed at least a part of the payment, and if need be, you can get the other part with the aid of a mediator or a lawyer, although I’ve always tried to avoid those routes. Our society is litigious enough as it is.
  • He or she abuses your time. By this I mean several calls a day for weeks on end, that you know are unnecessary, and that review the same objectives, time and time again. There’s nothing wrong with checking on your progress, in particular if the deadline is looming or the project’s critical, but when you start to screen your phone calls because you fear he or she might be calling and they’re going to waste your time once again, that’s when it’s time to re-evaluate your relationship with the client. I’m not saying you should fire them right away, but you should try to set boundaries. They can be as simple as limiting the contact to 1-2 phone calls or emails a day, or more complicated, depending on your relationship. Only when that doesn’t work is it time to think about severing the relationship.
  • The language or behavior gets abusive. It’s normal for a client to get upset, or feel frustration. People have different temperaments, and some get upset more easily. Change is usually one of the most common reasons, because it prompts fear. People fear the unknown, and when they’re afraid, they get upset more easily. Technology is another frustration-inducer. It’s hard for an older individual to catch up with the younger folks who’ve grown up with technology and can speak its language. Don’t misjudge a client’s frustration for truly abusive behavior. Instead, look for a pattern. If the behavior is always angry and abusive, then this client’s not for you, and I daresay, not for anyone.

But if you messed up, and the client calls you, and he or she is angry or frustrated, whose fault do you think it is? Theirs or yours? Don’t try to escape providing good customer service by blaming the client! That’s my fear when I read Amy Berger’s article. On one level, she’s encouraging consultants to provide half-hearted service by bailing out when they feel like it, and that’s just not right. It pays to always examine thoroughly what’s going on before jumping the gun and firing the client. You’ll find your relationships with your clients get much more rewarding that way.

Oh, and if Amy or any of you still feel like firing your clients willy-nilly, send them my way. Tell them to go to Exprimare and to contact me. I’ll see if I can help them.

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