Today we have a guest post from Camille Preston, PhD. Camille is the founder and CEO of AIM Leadership, one of the country's premier organizational and leadership development firms. She is a pioneer in the field of Virtual Effectiveness and the author of Rewired: How to Work Smarter, Live Better, and Be Purposefully Productive in an Overwired World. For more information, please visit www.aimleadership.com.

Workshifters enjoy great advantages over our office counterparts, but even we can get caught up in an "overwired" lifestyle. Overwired means moving at lightning speed - all day, every day - with our plates piled high and little time to pause, reflect and focus properly. Wouldn't it be great to work with better purpose and clarity? With renewed vigor and focus? Wouldn't it be great to rewire ourselves so that we work smarter, live better and be more productive in the New Year?

Yes, it would. This year, I am urging all of my clients to make one big resolution: to rewire their overwired lives. In my new book, Rewired: How to Work Smarter, Live Better and Be Purposefully Productive in an Overwired World, I explain what's got us so overwired, why we must unwire and then how to rewire. Here are 4 tips to get started on rewiring for wellness:

1. Stop running full out. Start recharging regularly

In order to rewire ourselves, we first have to stop the madness of going full tilt 24/7 so that we can unwire and recharge ourselves on a regular basis. The good news is that we don't have to go on a retreat; we can unwire in small but meaningful ways throughout the day:

• Start your day unwired. Have coffee before checking your smartphone or email.
• Before diving into your email and phone calls, take 5 minutes to review your schedule, look at the day and think things through.
• Have phone-free lunches. Do you really need to be available?
• Take a walk at lunch rather than surf the web as you eat at your desk.
• Unplug for 10 minutes or so every hour. Get up from your desk, stretch, walk around, step outside, etc. And leave your phone behind.

A few minutes here and there may not sound like a lot, but it all adds up. You will be amazed at the impact even these short periods of unwired time have on your rejuvenation.

2. Stop letting technology use you. Start using technology

Because the wired world is always at our fingertips, we have conditioned ourselves to always be available to it. We can sometimes feel like technology is using us, instead of the other way around. But the great thing about technology is that we can use it to our advantage. The 2 most common complaints I hear from my clients are email overload and smartphone overexposure. Let's tackle email first:

• It's your inbox -- take control of it!
• Before opening anything, scroll through and delete all non-essential messages.
• Use your spam filter!
• Get off all those email lists. Unsubscribe and don't sign up in the first place.
• Create a separate email address just for junk mail, RSS feeds, newsletters, etc.
• Establish a clear protocol with clients and colleagues about when to cc so you don't get unnecessary emails.
• Train yourself not to respond every time you see the new email icon. Better yet, turn off that function. Even better, pick 2 or 3 times a day when you will open, read and respond to emails.

The smartphone is a bit trickier, as for many workshifters it is the only phone we own. You can't very well just turn it off or ignore it. But you can:

• Be liberal with caller ID.
• Let calls go to voicemail.
• Let callers know what your office hours are and when you will return calls.

By using technology properly, we can prevent it from using us.

3. Stop shifting clutter. Start organizing and simplifying

Clutter is distracting - really distracting. In fact, researchers at Princeton's Neuroscience Institute reported last March that clutter actually inhibits the brain's ability to focus and process information because it vies for our energy and attention. Just like when computers slow down when too many programs are open, we slow down when we have too much stuff demanding our attention. This is critical for workshifters! So, to think and perform better, get rid of the clutter and get organized:

• Take a look at your office or work area. Is it well organized or cluttered? Can you find what you need?
• Develop a system where you touch a paper or email only once. Throw out or file papers you don't need.
• Organize your supplies and files so you can find them.

Something draining or distracting you? Hide it or get rid of it. You want to create an energizing environment that helps you stay productive and focused, not distracted with clutter.

4. Stop worrying about work-life balance. Start doing more of what energizes you and less of what depletes you

Work-life balance is a tricky thing, especially for workshifters, where work and life occupy the same physical space. Instead of worrying about achieving work-life balance (whatever that is!), we should focus instead on doing the things we love and being with the people who energize us, avoiding the things that deplete us in the process.

Of course, there will always be things we don't want to do but have to, and there will always be people with whom we must interact, whether we want to or not. But try to think of your time as precious (it is!) and, as much as possible, be critical and judicious with the things and people who take up your time and attention:

• Who are the people who are draining your time and attention?
• If you have to deal with them, how can you do so on your own terms?
• What are the commitments you do not enjoy and that you could give up?
• Who do you love to be with? Who brings out the best in you?
• What do you love to do?

As much as possible, fill your life with the people and things that fulfill you, engage you and inspire you. Choose them, and you'll never worry about work-life balance again.

Resolving to rewire means making small but significant changes that can add up to profound productivity and personal fulfillment. Little tweaks here and there, consistently employed, can lead to big results.

Photo Credit: jaxxon

When I first gave up my office environment for the life of a digital nomad, one of the earliest things I noticed was how flexible my time had become. I loved my newfound freedom! However, I soon discovered that I didn't seem to be getting quite as much accomplished as I had when I was confined to a relatively controlled office environment. Fortunately, I realized my error fairly quickly. I had given up not only my office but also the structure it provided - including the structure of a regular schedule.

But all was not lost. By making one simple adjustment, I was able to get my schedule back under control and my productivity back on track.

The issue I had was that I wasn't setting my weekly schedule up for success. As much as we need to find time to meet with clients and prospects, we also need time to focus on getting deliverables out the door. My mistake was that I was scheduling meetings in a haphazard manner - as someone would request a meeting, I would fit it in wherever I saw a space on my calendar. As a result, I would find myself having to rush out to meetings almost every day of the week!

Meetings are a disruption. If you are trying to focus on work and then have to dive into a meeting, it takes you out of your flow, and it is really hard to get back to it once the meeting is adjourned. So, I started to slot days in my schedule just for meetings.

Now, when I set up meetings, I try to set a few in the same day, my Meeting Day. Regardless of whether the meetings are taking place virtually or in person, having them all together means I can just focus on the meetings that day. I know I am not going to be super productive on anything else on those days, but that is okay - I have another day in the week set aside for just focused work time, so I don't worry!

Additionally, you can use that extra time between meetings to run errands - especially the ones you have been putting off. You are out and about anyway, so you might as well get to the bank while you're at it!

This is just one simple change that you can make today that will change your productivity in a huge way. Set yourself meeting days and stick to them. When someone asks when you are available, try to slot them in on your meeting day. Then, on the days when you need to focus, you can shut off the world around you and just get stuff done.

Photo Credit: nicholasjon

Slowly but surely, a seismic shift is taking place in the way that we work. We are far more enlightened and aware of exactly what is possible, and we are beginning to question what working for a living actually imposes on us, our family and our private lives. We understand that we need to work to generate money that enables us to pay the mortgage, but increasingly we are looking for ways that do not place so many logistical challenges on us. This growing trend can be described in one word - workshifting.

While it's difficult to get real figures on just how many people workshift and who can already be classified as working from somewhere else other than their traditional "office", the respected analyst Forrester Research went so far as to estimate that up to half of the workforce could be teleworking by the year 2016. This is a good cause for optimism among those of us who crave more freedom and choice in how we work.

Workshifting doesn't necessarily dictate that you need to work from home; it could also mean working from hotel rooms, airport lounges, Internet cafés and other remote locations, wherever your work might take you.

Fundamentally, we will be casting away the chains that have up until now held us prisoner within the traditional "cubicle nation," and we can begin to use the wonders of technology and advanced communications to enable us to do our work well and still have time to play!

We've seen in recent years how more and more employees consider their home to be their primary place of work.  Will there be a wholesale adoption of teleworking by 2016 as Forrester suggests?

With the fast broadband, multiple Wi-Fi hotspots and the growing use of cloud computing, why on earth aren't we seeing a wholesale exodus or even a stampede toward workshifting? From the perspectives of both employee and employer, there's so much to be gained. Eliminating the operational costs of offices leads to a healthier bottom line. Surely, in this age of economic downturn, companies should be jumping at the chance to implement such a significant cost-cutting measure.

However, old habits die hard and organizations are used to relying on a management hierarchy that dictates physical oversight. In short, does our management culture actually "trust" wholesale workshifting, or will the boss keep an eye on us to ensure that we're doing what we're supposed to be doing?

The trend is interesting, and while it seems clear that it's getting up a full head of steam, it's likely that it will take some time to fully emerge as traditional cultures and perspectives slowly but surely fade into the distant past. In my opinion, the workshifting culture can't come soon enough!

Photo Credit: C.C. Chapman

Workshifters come in many varieties, and the 2 flavors with which I am most familiar are the freelance contractor and the full-time employee who works from home.

In either case, your time is your money. The hours you attach to any given task or project have a value - the time you could be spending on another task. In other words, the opportunity cost of doing Project A is equal to the financial compensation lost for not doing Project B or to the intrinsic benefits sacrificed by not just taking time for yourself. From this perspective, it's easy for workshifters to understand what our time and efforts are worth.

It's not so easy for employers and clients, however. In fact, they are on the opposite side of this 2-way mirror. This is particularly true in the case of employers, who may view workshifters as commodities. What's in it for them to allow this employee to workshift - how much will it cost them? What flexibility does the workshifter have (that these employers do not), and how much does that devalue what the workshifter is really worth? Call it workshifter discrimination, if you will.

To allow an employee the flexibility to workshift, possibly at the exclusion of other employees (assuming telework is not regularly allowed at this company), there has got to be:

• Strong justification
• Inherent trust
• Positive tangible or intangible returns/results

Businesses are not charities, after all.

So what's a workshifter to do about not only proving worth but also maintaining flexibility? For me, the key is building a case for the value of my work - full-time, part-time or anything in-between. But how do I build such a case?

Be prepared

Know not only the absolute value of your contributions but also their relative strength when compared against anyone in a full-time, 9-to-5 position. Could they do what you do regardless of their schedule?

Be your own judge, jury and legal counsel

Look at the facts. What have you been able to accomplish that others have been given the same opportunity to do, yet failed in their attempts?

Know your limits and own them

Recognize the value you place on both your output and your flexibility. Perhaps you do not need to be paid more, but you are not willing to accept less either. If you reach an impasse with your employer, be very sure that you're willing to walk and take the value of your skills with you.

What is your workshifting work worth?

Photo Credit: treehouse1977

According to the Telework Research Network, productivity increases by 27 percent among those who workshift. This statistic should be of great interest to employers everywhere, as productivity, or the lack thereof, is one of the biggest challenges they face today.

Whenever you are responsible for a workforce, you encounter many varied obstacles to motivating your team sufficiently towards your established goals. New employees may be enthusiastic and dedicated, but it invariably doesn't take long before a certain amount of lethargy sets in, and productivity starts to drop. If the employees share a common workspace, then what's the problem? Is this some kind of condition that permeates from one workstation to another?

Many books have been written over the years about how to motivate employees and manage effectively, but perhaps these books are missing the most significant chapters. It's possible that the solution to low productivity in traditional office workspaces is to actually remove the workspace altogether. This is where workshifting can slowly but surely come to the rescue of floundering organizations.

The same research network that suggests that employees are considerably more productive when workshifting also suggests that employers can save up to $20,000 per employee yearly by eliminating the workspace. The savings are obvious: no more direct and overhead costs associated with each and every workstation. Furthermore, if the employees themselves are happier and more productive in their new environments, turnover will be reduced, meaning less hiring and training expenditures.

Companies that embrace workshifting have shown that employee attrition can be lowered by as much as 25 percent. To top it off, the new, more educated and informed employee tends to look for organizations that offer this kind of flexibility in the first place.

The writing is on the wall when you look at all these figures collectively. It's time to change the culture of oversight by trusting employees to be as productive as, or even more productive than, they were before. Whether we like it or not, productivity is always going to suffer if the employee is not as inspired or motivated as they could be.

When an employer actually gives an employee the freedom to workshift, trust that may have been missing before is established. This can, in turn, exponentially improve the relationship between both parties - each side stands to gain.

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The growth of mobile technology is simply staggering. According to mobiThinking, there are 5.3 billion mobile subscribers (that translates to 77% of the world's population.) By 2014, it's expected that mobile will overtake the PC as the most popular way to access the web. People are using mobile technologies for commerce, entertainment, and productivity.

No surprise, this trend has a definite impact on business and the workplace. The International Data Corporation (IDC) has estimated that the mobile workforce will exceed 1 billion people in 2011. The reasons that businesses are moving in this direction vary - everything from cost savings and reducing the carbon footprint to attracting and retaining the top talent necessary to remain competitive.

As business talks more about mobile strategy, the conversation will not be exclusively about the hardware. In order to effectively leverage mobile technology, it's equally important to use it effectively. I recently finished reading the book "Managing the Mobile Workforce: Leading, Building, and Sustaining Virtual Teams" co-authored by Michael Kroth, associate professor of organizational learning and leadership at the University of Idaho with David Clemons, founder of Achieve Labs Inc., an educational solution connecting learning and mobile technology. The book outlines the case for developing a mobile workplace strategy and the key components for successful implementation using best practices from companies such as LEGO, Citrix and Hewlett-Packard.

As part of our ongoing focus on mobile and collaboration, Michael graciously shared with me his thoughts on the new mobile workplace.

First things first, tell me what prompted you and David to write the book?

"My friend David Clemons and I were mountain biking one day and as we enjoyed a post-ride cup of coffee and a bagel our conversation turned to the mobile workforce. His business, LearnCast, provides great easy-to-use online tools that support and enable organizations that want to go mobile. (At the time he was just getting started, today he has global clients who are rocking the world of mobile work.) My writings and interest had always been about what it takes to create healthy highly motivating work environments. We decided that day that we could learn a lot from each other and from the process of writing a book that combined the two interests. We both felt that the timing was right for this amazing movement to mobile work so decided to go for it. It's been a fabulous experience for us as friends and it's been very rewarding to contribute this incredible move to mobility that is happening worldwide."

If I'm a company considering telework, what's my big takeaway from reading the book?

"The principles of managing mobile workers are the same as for managing co-located workers - but the practices, emphases, and effort can differ. Part of the challenge of working with people who aren't right there is to realize that distance is more than geographic - it is also cultural, emotional, and social. We talk a lot about "presence" - the sense that you are there even when you aren't - as well as trust, autonomy, and motivation."

What do you feel mobile technology can bring to collaboration efforts?

"The better the technology the fewer barriers to communication; the more opportunities for sharing than there ever would be if limited to who you could get into a room or information you could find in a physical library; and the more colorful and complex the kaleidoscope of perspectives from which the group can draw."

What would readers learn about mobile collaboration from your book?

"We have a chapter about developing virtual teams where we share a different configuration of the forming, storming, norming, and performing model most folks are familiar with, and which might make more sense for virtual team development. We start the chapter by comparing virtual teambuilding to what occurs with millions of people playing online games like World of Warcraft every night. Then we share the experiences of mobile managers and thought leaders we interviewed from such places as LEGO and Hewlett-Packard. And lots more!"

Many thanks to Michael for sharing this thoughts and expertise. I really can't say enough good stuff about his book. Go check it out at Managing the Mobile Workforce.com. And you can follow Michael on Twitter.

I was looking over the study "The State of Telework in the U.S." and noticed a very interesting statistic:

The study found no correlation between cities with the most congestion or longest commute times and number of workshifters.

One of the common arguments for telework is saving gas and the carbon footprint. That's not to say those benefits don't occur but the benefits of telework extend far beyond gas money. So for organizations looking at their telework options, there are more opportunities to consider.

And, what exactly are those different benefits, you ask? Well, the Families and Work Institute (FWI) in partnership with the Society for Human Resource Management (SHRM) have created a national initiative called When Work Works, to bring research about flexible work to the business world.

The site includes a guide of best practices from the recipients of the Alfred P. Sloan Awards for Business Excellence in Workplace Flexibility. It also includes tips and tools for companies and human resources professionals such as:

• Toolkit for Hourly Employees with Flexible Work Arrangements
• The Supervisors' Guide to Flexibility 
• Employer Guide to Getting Started with Flexible Work

...and many more. In searching around the site, I found tremendous resources to use in developing a telework program and a few best practices I hadn't thought of before. It's a great way to think beyond the obvious when it comes to talking about telework and weighing the costs versus benefits.

Telework is one of those subjects where most people can immediately see there are benefits. That's not usually the hard sell. It's trying to get our arms around how much of a benefit and when the benefit will be realized that's more of a challenge.

The research coming out of When Work Works can help us figure out how to put quantitative metrics around the benefits of telework. In order for telework to have long-term success in the workplace, calculating a tangible return on investment is essential.

Photo Credit: Citrix Online

It was only about 10 years ago that the concept of working from home was foreign to me. At the time I was working for a large, international high-tech firm, I still wasn't able to go mobile. We had to jump through a lot of hoops to access our email from anywhere but our office, and we certainly didn't have the simple ability to log in to our work network from afar. That kind of "special" access was reserved only for the higher-ups in the company. 

So, unless it was something you could do without needing access to the company network, working from home was rarely an option. Not only that but you felt kind of funny even broaching the subject for fear that your boss would think it an excuse to slack off for a day or two.

Times sure have changed. These days it seems that workshifting has almost become ubiquitous. Or has it?

The Boss Who Doesn't Get It

I once worked for a consulting firm where the boss was dead set against remote working - it simply wasn't part of the company culture. I was working part-time as a contractor, and at first they expected that I'd be in the office at set times every week. I assured them that was not only impossible, given my other client commitments, but also totally unnecessary. I told them I would be able to accomplish everything they'd tasked me to do in the timeframe they needed completely from my home office. I explained that if I wasn't physically in the office, then it would actually save them effort and money - they wouldn't have to find me a work space in their already overcrowded office, and I wouldn't be using any of their resources: no computer, no additional software licenses, no supplies. Even their coffee would be safe!

It took some time and a bit of work on the technical side to open up their network to me, but the boss finally agreed to let me do it. And ultimately, it worked out great. So much so that now several of their employees work remotely from time to time. Sometimes it takes setting the example for workplace culture and attitudes to change, so if you're in an environment where working from home is still frowned upon, then maybe it's time to help your boss see the light!

The Client Who Doesn't Get It

When my partner and I first started our business 7 years ago, we immediately ran out and got an office space. We figured that in order to seem "legit," we needed a place in a good location with a sign and parking spots. While that may be true for some businesses, it wasn't really necessary for us, since we were selling services (web design and video production). We kept the space for 2 years before we decided it was an extra expense that simply wasn't needed. We realized we could fulfill all of our obligations to our clients by working in a virtual office. Our video editors and web developers were also very happy to work from home.

At first I was really concerned that by not having an office we'd somehow be a less legitimate business - that our clients would not take us seriously. But as time went on, I realized people were growing more accepting of companies who don't keep physical offices. In fact, they see us as "lean and mean" - less overhead lets us keep our prices reasonable and our service efficient and fast. Don't worry too much about how clients might perceive you if you operate a virtual office - they may well see it as an advantage.

Times really are a-changing when it comes to remote work. As workshifters, it's up to us to lead by example to educate and inform those who still don't get that workshifting is a productive, efficient and cost-effective way to do business.

Photo Credit: bellowsa

Today we have a guest post from Lisa Reeves, general manager and vice president of the Access & Cloud line of business at Citrix Online.

Today's workforce is more mobile than ever. And being this mobile, we're able to keep business moving even when Mother Nature isn't on her best behavior. But did you know that according to the Insurance Information Institute, 40 percent of businesses affected by a natural or man-made disaster never reopen? In this age of mobility, that number is far too high.

For example, if a business employs teleworkers and they are set up before a disaster occurs, a business can decrease or avoid inoperability during and after a disaster. (Not to mention the many environmental benefits of teleworking such as cutting down on road congestion, energy demand and business efficiencies.)

So, without going into a full detailed business continuity disaster preparedness plan, why not start small with a mitigation strategy? Ready? Here are a couple things to consider:

1. Connectivity - Have available communications through an internet service provider or direct dial phone line as well as the needed equipment at both ends to establish and maintain communications. In light of a disaster, every company should be prepared with a backup location such as satellite offices, available space in another facility, or various locations where employees can carry out essential functions - even allow employees to work from home if safe to do so.
   
   
2. Proper mobility tools - The ones you'll need are a smartphone, a PC , Mac or tablet, and a webcam.
   
   
3. More mobility beyond gadgets - Once you've got the right tools, get the web-based software that allow employees to work from anywhere and stay productive - tools like instant messenger, video conferencing, and online collaboration will suffice for even the bare bones operations. You can also use tech to keep you informed and safe.

If you empower your workers with the flexibility to access company resources from wherever their work takes them, your business will be prepared, no matter when Mother Nature rears her ugly head.

Photo Credit: shuttersparks

Two recent surveys by the Small Business Authority make for interesting reading. Perhaps not surprisingly, uncertainty about the U.S. economy has been identified as one of the top three challenges facing small businesses, fueled by ongoing concerns about the growing U.S. debt and deficit (46%) and over-regulation (35%). Economic uncertainty is once again seen as the greatest obstacle to hiring more employees (55%).

Contrast this with another finding which revealed that 71% of small business owners had never heard of cloud computing. It went on to show that of the 29% of those questioned who had heard of cloud computing, 74% could not describe just what cloud computing is. Not surprisingly, many small and mid-size businesses are apparently still struggling to understand its relevance to them.

How are these two situations related? Well, with business confidence wavering, shrewd executives should be looking for ways of running their operations more efficiently. Taking advantage of new cloud-based computing solutions might well prove to be highly beneficial, enabling organizations to free up capital, with more predictable associated operating costs, enabling organizations to just pay for what they use.

Cloud computing can be very simply viewed as on-demand computing services delivered by third parties over the Internet. Historically, in order to do tasks such as word processing, a business needed to buy a computer and license the relevant application that was installed on the device, often known as a server. The application was invoked through another computer (or client) and the user created the necessary files, which in turn were stored either on the client or on another computer on the office (local area) network. Backups of files, particularly data files, had to be made, so that if the computer storage failed, the user did not lose all their data - those precious digital letters, presentations, models and other documents upon which they, and their business, depended. All of this required upfront capital outlay - the business had to pay for these assets before they could use them - only to witness them depreciate over time. For larger businesses, it often became necessary to hire people with expertise in these systems just to fix things when they went wrong and to help keep everything running efficiently.

With cloud computing, organizations no longer have to own the servers, the storage, the networks and the applications that they once had to purchase in order to be able to undertake business. All that is now required is browser-based access to the Internet from any preferred device (desktop, laptop, smartphone, or tablet). A wide range of both free and subscription-based services are then immediately available on-demand to the user. No additional hardware or software needs to be purchased upfront, and the business essentially pays for the services it uses. Files can be stored locally or in the cloud on the service providers' computers where they are professionally managed. Furthermore, there is no need for the business to require dedicated IT support staff to help maintain these systems.

So all your stuff can now live in the cloud. Instead of having to go to work in your office, (whether it be a home, remote or official location), where most of your stuff still physically resides, you can now go to work in the cloud - your own office but now residing in the Internet. It's cheaper, arguably more secure, and typically accessible 24x7; best of all, it allows you to focus on your business and not on the technology needed to run it. Instead of owning computers on which to work, you simply have a device from which you can access your own personal cloud. All the stuff you need to digitally work or play is always at your disposal on your preferred devices, enabling you to do what you want, as you need. With your office in the cloud, you may not even need all that physical office space that was once so necessary and you can save on commuting related costs. So, welcome to your new office in the cloud - the place to be as the economic climate becomes increasingly stormy!

Photo Credit: dannykboyd