Some people workshift because they can.  Some view workshifting as a triumph of technology, others a triumph of humanity.  At my company, we workshift deliberately.  We believe that it empowers our staff as well as ourselves to add value and remain creative.  We believe that people work differently, and they should be able to decide how and where to do it.  We view work as "art", and artists always have distinct methods of extracting their best.  

If you are a small business owner and you workshift deliberately it's important to be able to articulate why you workshift  as you begin working with larger and more traditional clients.  

The reason is simple.  If you don't have a good answer, it just might make you look small.  But if you do have a good answer, it just might make you look innovative.

What do you think?

We all think we know how to communicate, right? As children, we learn how to talk; as adults our vocabularies increase as does our knowledge of both verbal and non-verbal queues. To borrow from an overused cliche: "It's not only what you say, but how you say it..." Wellllll...maybe, yes, ok. But what about when you say it, how much of it you say and to whom it's said?

In the world at large, communication (much like knowledge) IS power - when invoked. Strong communication skills, both written and verbal, are key to the management of many of life's issues as well as professional advancement.  And, although the communicator may depend heavily on there being information at hand, it is his/her dissemination of that information to the right people at right time which results in the greatest benefit.

In the world of project management, communication is KEY. It's so key in fact, it's one of the Project Management Institute's nine knowledge areas. And, as any well-seasoned project manager knows - and as any new PM will soon find out - communication breakdowns can spell a project's certain demise. My mantra has always been, "when in doubt, OVERcommunicate." We all have too many emails in our inboxes anyway; leave it to the recipient to decide if they need the information or not.

If there is relevant and timely information which pertains to a project, disseminate it!!! I have never had a stakeholder nor project resource tell me to stop bombarding them with emails about a project, but I have certainly been involved in instances whereby a simple FYI would have gone a long way toward keeping stakeholder's anxieties at bay and resources and schedules on track.

In particular, if a project has met with any type of constraint ( be it a resource, budget or scheduling constraint) or dependencies are preventing a milestone from being met - communicating potential roadblocks will help a PM avoid having to ask forgiveness at best or admit project failure at worst. Although you do not want to instill unnecessary concerns or "cry wolf" if you will, when there is the definite potential for adjustments or parallel pathing, your stakeholders need to know.

Effectively, the art of project management involves delicately balancing a defined scope with identified deliverables, the resources involved in managing these deliverables, in order to ultimately reach milestones within an acceptable timeframe and budget. If any of these items stand to be affected, the three 'Cs' are your best friends: Communicate, Communicate, Communicate. Remember - one of the distinct advantages of being a project manager is the implicit trust you earn from those relying on you to steer a project to success; embedded in that trust is a willingness for your voice to be heard - so don't be afraid to use it. It's your "responsibility" !!!

At the same time, use the tools which have been created just for your project management pleasure  - tools such as MS Project and Visio are invaluable visuals which can communicate the progress of your project and any changes therein. I vividly recall managing a dual datacenter build for a methodical Japanese client (who also happened to be the parent company!), and when faced with project roadblocks for which I could neither excuse nor prevent, my constant Visio timeline updates won me all the brownie points that I needed to overcome an inevitable shift in delivery date. If you're not a techie, which I certainly am not, there are numerous tutorials and resources available to learn how to use these tools.

We all take comfort when uncertainties are minimized, and there is no better way to ensure that those who need to know are in the know than by communicating. And whether you are a professional project manager or managing a life project such as a new home purchase or renovation or enrolling in a new school, the same rules apply.

A...B...C is for COMMUNICATION. You would not settle for mis-information so don't settle for a lack thereof either


What do you think?



Photo Credit: Phantom of the Flicks

Aside from the latest iPhone or gossip magazine, Millennials need instant information, instant communication, and of course instant stimulation.

As a Millennial, I had my first AOL Instant Messenger chat at 11, created my first blog at 15, and downloaded thousands of free songs from Napster (which wasted thousands of hours with my 56K connection) in high school.  My young adult life was filled with navigating the Internet for information I wanted, whether that involved making plans with friends or getting band recommendations from a music Website.  It was singular as well as collaborative, but it all involved the Web and technology.

My mouse-click away mentality shaped my perspective on how to get things done in the workplace and how to communicate with others.

I believe this is the case for most Millennials (those born between 1977 and1996).  We've taken our technology upbringing into the workplace as we balance cubicle life and social interactions.  Most of us work with our Facebook accounts open, Google Chats visible, Pandora stations playing, and Outlook emails flowing.  It's a multi-tasking, multi-browsing business world, and this is how we roll.

A study by Mr Youth and Intrepid, "What your company will look like when Millennials call the shots," highlights the distinctive work style and digital dynamic that my generation brings to the future of business. Key aspects include:

• Saying goodbye to the boardroom - Millennials choose a roundtable environment versus an authoritative approach.  Over half of Millennials surveyed said that decisions should be made by consensus.  Open meetings can be held through an online meeting platform or in-person, as both allow for flowing communication and the ability to share documents and information freely and in real time.
• Technology has feelings too - The integration of technology and human interaction has changed the way Millennials communicate.  Think about it: as a Millennial, what was the last interaction you had with your best friend?  Was it a text, an email, a Facebook message?  And for those older than the Millennials, what was the last form of communication you received from a Millennial?
• Conversations are not one-way - No one likes to be talked down to, and for Millennials this means no one likes to be talked at.  Since the inception of instant messenger, blogs, and other social networking sites, the style of communication and selling has changed.  Marketing a product is no longer done by holding up a sign; it involves a social strategy that will initiate and influence a conversation to engage a response.  Millennials understand this innately.
• Move or be smushed - In the world of technology and business, nothing stays the same.  Workers are more mobile than ever, with 75% of the U.S. workforce projected to be working outside of the office by 2013 (IDC).  With this forward momentum, companies need to move - movement in the type of technology they employ and movement in the way they think about business strategy and processes.  Technology like GoToMyPC allows access anywhere, which fosters agility and forward-thinking.

Work and technology evolve just like the latest shoe fashion.  The penny loafers of the past will soon be the Converses of the future.  It's not about the style, it's about the utility and ability to keep moving forward

What do you think?


Photo Credit: Vancouver Film School

I Google myself. If you're reading this blog, you probably Google yourself too. And if you're like me you may even have a Google alert set up for your full name. Ok, maybe you don't go that far. Over half (57%) of adult internet users have Googled their name to check on their online reputation, according to a recent study by Pew Research Center called "Reputation Management and Social Media." The study goes on to talk about reputation management as a defining feature of online life. This research also signifies a broader acceptance of the workshifting culture as we try to build reputations and connections with people around the world in a remote way.

Reputation used to be all about shaking hands and kissing babies. And although in person engagements and interactions are still crucial, online presence is becoming more and more important. When you apply for job, HR is going to Google your name. According to the Pew Research study, young adults are more likely to restrict or censor what they share than older internet users. It appears that younger adults are more active in managing online reputation.  

I think what this all means for workshifting is that the idea of virtual reputations and relationships is gaining more acceptance. The future will tell how "open" our sharing of information will be when it comes to online reputation (see Facebook's recent privacy settings change).  But for now the trend of online reputation management is a good sign for workshifting and shows a clear acknowledgement of the importance of virtual relationships and reputation.

What do you think?

Photo Credit: Manfrys

First and last is just fine when you're renting an apartment, but not when you are a company's first full-time workshifter. Someone has to be first, of course. You just don't want to mess things up so badly that you are also the company's last full-time remote employee.

I know the thrill of being first. It's exhilarating. It's liberating. It's what I'd been dreaming of for years. In the interest of full disclosure, I wasn't completely green at workshifting. I won't speak for all writers, but I've always had the ability to work (and sleep, incidentally) anywhere. I'd enjoyed project-based freelance writing gigs for years. Full-time workshifting was a first for me though. And a first for my company.

It just so happened that the year I relocated 2,000 miles across the country to embark on a new journey, the country was celebrating the 200th anniversary of the Lewis and Clark Expedition. The parallels between the famous expedition and my own lesser known one were not lost on me. I felt like an explorer for my company--breaking out of the traditional office to see what was beyond the four walls I'd painted industrial green to encourage productivity.

Being first also made me nervous because I knew the task ahead of me was more than just doing my job remotely. I was setting out to prove that workshifting full-time could actually be done and that it could be beneficial for both me and my company. The journals of the Lewis and Clark Expedition document important discoveries made along the way. Similarly, I knew that decision-makers at my company were documenting discoveries made during my workshifting journey. If I failed, it meant that colleagues would likely not be able to workshift full-time in the future. It was an enormous responsibility, and I took it very seriously.

Here are a few lessons that stood out for me during my transition to full-time workshifting:

Stay calm during emergencies. I lose composure and my grasp on reality when I encounter a technical problem. Out of necessity, I've learned a few basic troubleshooting tricks over the years. But that doesn't prevent the immediate rise in blood pressure, creative strings of profanity and general mayhem that ensues when a glitch arises. This was especially true in my first few months 2,000 miles away from IT. As a workshifter, I learned how to take a deep breath, communicate problems better and recognize that the world was not ending. The use of remote-support technology helped me to let go and let IT do what it does best.

Get out of the house. Occasional workshifters might think that full-time workshifters experience that I'm-not-in-my-office-and-yet-I'm-working euphoria every single day. The novelty wears off after a while. And that's perfectly fine. Full-time workshifting means that day in and day out, workshifters workshift. I set up shop in my home office and became freakishly uptight about noise volume inside the house and also on the street. On more than one occasion, I hissed in my sleep: "SHHHH! I'm WORKING!" And with no official end-of-day departure after work, the lines of time blurred. A day of not leaving the house turned into a string of three days inside the house. Upon realizing this, I promptly left the house with no destination in mind except out.

Play by the rules. Being my company's first full-time workshifter made me feel like the official steward for all things workshifting. I was devoted to ensuring the stage was set properly for future workshifters. Soon after I went remote full-time, a few other employees were granted similar privileges. One colleague in particular drew my ire because she showed a complete disregard for the critical relationship between workshifter and HQ. She was difficult to track down during business hours, missed remote meetings, turned projects in late and was, generally speaking, a complete flake. Her unprofessional behavior wasn't just affecting her reputation at the company--it threatened to reflect poorly on her small tribe of fellow workshifters.

Deal with the 24/7 expectation. Truth be told, I was available 24/7, but that's not the point. It's just the way I'm wired. Inspiration strikes writers at unpredictable times. I was used to scribbling ideas at 3:25 AM in a bedside notebook. I had no qualms about working on the weekend. I longed for work while on vacation. But workshifting full-time wasn't about me as much as it was about nurturing a balanced relationship between me and my company. Every healthy relationship has boundaries. I had to guard my personal time carefully. I made sure colleagues knew my hours of availability and every possible way to contact me. I promptly answered email, IM and phone calls. To offset a two-hour time difference, I adjusted my workday to cover HQ's business hours.

Grieve a little. Even though I was already comfortable working alone, I missed my coworkers who were now 2,000 miles away. I also pined for the seaweedy smell of the air and dangerously close mountain views back at HQ. At first, it was hard to be so far away from everything I was used to seeing on a daily basis. (And to be honest, I shed a few tears on the company's dime.) I worked with some truly talented, fun folks who were also my friends. Not bumping into them in the kitchen, grabbing a quick lunch or staring at them across a conference table made for a difficult transition. The upside is that I also no longer saw the one or two folks who I considered, ahem, a tad challenging. Sure, I still worked with them, but I no longer had to endure the awkward chitchat in the HQ hallway.

Create a new routine. Within a few weeks, I found my rhythm. I worked through the separation anxiety. I adapted to my new surroundings. But most important, I was patient with myself and also my colleagues back at the office. We all came to the table (figuratively, of course) with a unique set of experiences and expectations about the working life. I wasn't the only one learning new ways of working--everyone back at the office was exploring new ways of interacting, collaborating and working with me, a full-time workshifter.

These days, occasional workshifting is commonplace and full-time workshifting is gaining ground quickly. Fewer people stare blankly at me when I explain what it is that I do and how I do it. We've all seen the IDC predictions about the mobile workforce. In case you haven't, here it is: "The world's mobile worker population will pass the one billion mark this year and grow to nearly 1.2 billion people - more than a third of the world's workforce - by 2013." (IDC) That's a whole lot of workshifters workshifting. I'd like to think I had some influence over the numbers, thanks to my efforts in setting the stage as the first full-time workshifter at my company, but that's just silly. The way we work has shifted. And I, for one, couldn't be happier to take part.


Photo Credit: Bob Travis

I'm dusting off my blogging shoes to share a personal story.  I admit I haven't written much lately but I'm back ... and I want to tell you about a recent workshifting  experience.

Life happens. When you're a twenty-something, things just seem to change every day. About 4 months ago my girlfriend began a nursing program in the Washington, DC area. Being a naïve young man, I was sure that I could do the long-distance thing and work remotely from DC every month or so. It didn't work - and I was left in a position trying to prioritize my personal and professional life. Not a fun place to be.

But what's different about my story is that I work for a company that totally supports workshifting. Citrix Online has developed a workshifting DNA. I believe this is far different than just saying employees can work remotely. A company that has a workshifting DNA makes a conscious effort to support remote people beyond just answering their calls. So fortunately, I'll be working from my new home in the DC area for the next year.

There are a few things that define a workshifting DNA, in my mind.  First, every in-person meeting hosted at Citrix Online includes a virtual meeting invitation. It's automatic. No questions, no second thoughts. If there's going to be an in-person meeting, you add a virtual meeting. Who knows who's going to be at home, on the road or working from Starbucks? Think about it. Who are you leaving out of your in-person meetings?

Second, we have an official remote work policy. This policy requires a signature all the way up to the Vice President. Why does this matter? Because it's an acknowledgment by the management team that they will support you remotely. Remote employees are often forgotten. This simple acknowledgment says, "we'll support you and your growth while you're remote."

And probably most important, goals are solidified before going remote. Without clearly understanding what is to be accomplished remotely, employees will soon be lost. Managers need to meet early and often to discuss key initiatives and goals with remote employees. This includes goals all the way out to 3 years.

Why does this matter and why should you care? As much as I like to think I'm unique, I'm not. There are millions of people who want to workshift. Some of these people are the most qualified for the jobs you're hiring for. And some of these people are working for you right now and are considering leaving. As a company strategy, talent should be prioritized over location. Companies with a workshifting DNA are like those early adopters of full 401k policies for all employees. And there is no doubt in my mind that like the 401k, workshifting will soon be available through all successful companies. Cheers to those companies who are on board with workshifting already, as it will pay off to their bottom line.

What do you think?


Photo Credit: Mark Cummins

When I first started workshifting, I believed it was the best thing since sliced bread.  It gave me freedom, and it gave me flexibility.  Overall, I loved it.  Then, a funny thing started happening. Even though my total number of hours at the office were less, my total number of hours working were more.  A lot more.  I caught myself responding to e-mail on evenings and weekends.  I got sick, and while I didn't go into the office, I was still working from my sickbed.  I started answering my cell phone while out of the country.  In short, workshifting was taking away my freedom.

The worst part about all this was that no one had ever said to me, "We need you to be on call all day, everyday."  I had started doing this all by myself, simply because I could.  It started off innocently enough.  "Well, if I reply to this e-mail now, I won't need to reply when I get to work in the morning."  Every workshifter knows that train of thought.

But once that starts happening, workshifting becomes a cage.  It takes away freedom, and it makes you a prisoner of your own work habits.  Shouldn't the goal of workshifting be to do the exact opposite?

I understand that there are certain hours that need to be maintained.  Most people have jobs that require them to be available during the middle part of a day to take client calls, or troubleshoot with colleagues, etc.  However, very few of us have jobs that require us to be available all the time, and that's why workshifters need to learn how to fight the urge to work at any time, because more often that not, the prison is of our own making.

Once you start answering e-mails at 11pm or on a Sunday, it becomes expected that you will always be available.  The best way to avoid this is to never start, but if you're like most of us, and have already developed that bad habit, begin scaling it down.  I used to check work e-mails every day and on weekends.  Now I cut that back to checking e-mail only during work hours, and even then only at pre-determined times.  A few ways I've done this:

Separate work e-mail from personal e-mail.  I used to have all e-mail forwarded to one inbox. That was the easiest way to go from dropping a note to a buddy, to responding to a 2-page e-mail from a client or sales rep.

Realize that most e-mails are not urgent.  I believe that my work is important and that I'm helping people run their businesses successfully, but I also recognize that I'm not saving lives.  In my line of work, there is nothing that needs to get done right now.  Everything can wait a few hours, so there's no need to reply to every e-mail the moment it hits the inbox.  That's inefficient, and an easy way to start spiraling out of control.

Unplug damn it.  You know that blackberry that's sitting in your pocket dinging every thirty seconds?  Turn it off.  Everything will be okay, and the world will not end.  If you're worried about missing a call from your family because you turned your 'Berry off, just turn off the e-mail alerts, and leave the phone on. Or, better yet, have two numbers and two phones: one for work, and one personal.

Now that you've set your colleagues' and clients' expectations, there are a few more things you can do to make sure you work on your schedule, not a schedule that's been defined for you.

1. Less real-time meetings.  If you enjoy meetings, either there's something wrong with you, or you don't really have much real work to do.  Meetings are a the biggest productivity sink in the corporate world, and the bane of most knowledge workers' existence.  Luckily, there are alternatives.  Most meetings can be avoided by sending concise, well-written e-mails to the right people and asking for specific responses by a specific time.  Alternatively, there is software that allows people to post notes to a communal board, and you're free to respond when you can.  Google Wave can be used for this purpose (for all its over-hype, the tool works), or 37Signals' Basecamp, or a company Wiki could work.

2. Have something you'd rather be doing, and enjoy doing it.  Oftentimes, we check in with work because we're bored.  Well, if you have the freedom of a workshifter, you have the freedom to do whatever you want.  Pick something you'd rather be doing than working, and do it.  It doesn't matter if you're going for a 10-mile run, writing a manuscript, or whittling furniture.  If you're doing something you love, you won't be tempted to check in at work.

3. Go some place you can't possibly be disturbed.  If all else fails, find a place where you can't be disturbed.  Believe it or not, the whole world isn't connected... yet.  Usually, this is an issue for workshifters who can't find good wifi, but use it to your advantage.  Find a place with no wifi and no cell phone reception and shack up there.  Extreme?  Perhaps.  Effective?  Definitely.

4. Remember why you wanted to workshift in the first place. All workshifters turn to workshifting for one reason: freedom. When workshifting is imprisoning us rather than liberating us, we're doing something wrong. Take the hint, look at what you're doing and fix what's broken.  Reclaim your freedom.

What do you think? What have you done to make sure workshifting hasn't taken over your life?


Photo Credit: Rosh PR

Today's post is from Rebecca Morgan, CSP, CMC, an internationally sought-after management consultant, speaker and bestselling author specializing in creating innovative solutions for workplace effectiveness challenges. She's appeared on 60 Minutes, Oprah, the Wall Street Journal, National Public Radio and USA Today. She's authored twenty books and co- authored five more.


I wrote my first book, "Professional Selling: Practical Secrets for Successful Sales" on a Toshiba laptop in airports, airplanes and hotel rooms -- in 1988. I've worked from a small island in Indonesia to an Indian city where the electricity went off every day from 1-4 p.m.  I've created seminars, sent client proposals, updated blog postings, and written over 20 books from Brunei beaches to a ship in the mid- Atlantic, to Canadian forests, to an Italian villa.

While "workshifting" may be a new buzz word, some of us have just called it "work," no matter where our bodies happened to be. It's allowed us to integrate our personal and business lives seamlessly, so we put in a load of laundry while we finish that important presentation from our bedroom. Or clear our heads from that gnarly proposal by gardening or taking a bike ride before returning to our work with a new insight.

What I've seen change in the last few years is the enthusiasm for workshifting. Not only have entrepreneurs embraced it, but employers have too. As a result, old paradigms are being busted about how we perform nearly every element of work life.

I've seen dramatic changes in my specialty of helping companies grow their key talent. In my first 25 years in business, nearly all of my services were delivered face-to-face via speaking at managers meetings, conferences, retreats or trainings. However, around 10 years ago I started conducting teleseminars and Webinars to provide my services to clients with remote employees or preferred to save costs by having attendees sit at their desks instead of traveling.

This remote delivery of information and training has rattled the people-development field to their core. Fewer and fewer companies are engaging speakers and trainers to do stand-up training. Some have cancelled all but a few in-person training courses and have gone to nearly all virtual training.

Of course, there are many reasons to still have in-person events. 

There is no substitute for interacting face-to-face. However, the benefits of place-shifting and in many cases time-shifting one's learning has its advantages. Unfortunately, most training providers have no idea how to use this "new" format effectively and most drone on narrating to boring PowerPoint slides, just as they did in person.

Learning to provide stimulating presentations -- whether in person or virtually -- takes rethinking how you can best provide your service. I once had a training with 10 people in the room, 4 people together in another room at a distant location joining us via video conference, and another 6 dialed into a phone-only conference. I had to creatively design how to engage all attendees in dyads and small group exercises. If I'd just lectured the whole time nearly everyone would have zoned out and the interactivity would have been lost

Distance learning is not the wave of the future; it is very much the present. If one has not embraced how to get their own development needs met through virtual presentations, they will be left in the dust.  And if you offer any training, you must learn how to use the technology -- and how to present engagingly through it.

For an in-depth look at Workshifting trends, view Rebecca's recent Citrix Webinar, "Workshifting Trends from a 20-Year Veteran."


What do you think?

Photo Credit: Jace

The idea for this post hit me this morning as I was struggling to balance Workshifting with my personal life.  I finished a video call and than was scrambling to get out of the house when my daughter grabbed me and asked, "Daddy, can't you stay home?"

At that moment I thought, "do I really need to be going into the office?"  I have all the tools I need to workshift successfully, including a supportive work culture, yet I was compelled to go into the office.  As it turns out, it was my insecurity.  I believed that to be effective in my meeting, I had to be face-to-face.

So out the door I went, I got to the meeting, grabbed a coffee and found a great seat.  I looked up at the presentation screen and watched 3/4 of the attendees join the meeting online.  This got me thinking about challenging accepted norms.  Not just my personal norms but traditional meeting norms, and norms in terms of process, technology, marketing, social media, and more.  What I blurted out next was purely coincidental, "...always be challenging!"

A: Always
B: Be
C: Challenging

Sometimes I get comfortable with how things are; how I interact with my peers, the technology I use, when I should meet face-to-face, etc. This also got me thinking about "sacred cows" at work.  What is their real value, and is it productive to even allow a "cow" category?  In my view, the problem with norms, like sacred cows, is it may breed a sense of complacency.  I guess it could be called a Complacency Cow, which is not to be confused with the infamous Purple Cow (thanks Seth Godin).



However, the terms Cultural and Sacred are powerful forces within a company, and are to be treated with respect.  The ability to influence or lead change needs to be candid but measured.  Be sensitive to the words you choose, but in all cases be an effective voice.  The key to being effective is not about being right.  It's about convincing others that there is a better way.

So next time your faced with a cultural norm, a scared cow, a must-have report, a can't-miss meeting, think about the A.B.C.'s.  The point of A.B.C. is to stimulate creative thinking, which is nothing more than figuring out a better way of doing things.  Next time try this, put your "sacred cow" on a mind map and draw out all the dependencies.  This is a great visual way to spot inefficiency, which can help slaughter a sacred cow or two.

What do you think?

Photo Credit: Mattack

It may be a guy thing, but I love spy thrillers. Who hasn't dreamt of being James Bond, Jack Bauer, Mitch Rapp, or Austin Powers?  Today I wanted to share with you The Jason Bourne Guide to Workshifting.  Sure, his methods are sometimes a little difficult to duplicate and he does work alone most of the time, but I think the results speak for themselves.  Here are three universal keys to successful web commuting that we can learn from Jason Bourne a.k.a David Webb.

Have A Go Bag
Never leave home without your gear.  Bourne always has the right tools to complete his mission. Guns? Check. Passports? Check. Currency? Check? Sat Phone? Check.  I like to call them go bags.  Go bags carry the essential equipment we need to get things done while workshifting.  Simplicity is the goal here. Most of the time we don't need as much as we think we do. For a few tips on what to pack, check out what's inside Chris Brogan's work bag and AJ Leon's gear bag. Most software tools we use can be found in the cloud, but having the right hardware will make all the difference.

Blend Into Your Environment
We have all seen him.  You know, the guy who sets up central command in Barnes & Noble. When working from a remote location, fly under the radar.  Bourne blends into his surroundings by adapting his environment. We can do this by mirroring our surroundings.  Leslie Poston does a great job discussing how to do this in her "Don't be that guy" post.

Keep Moving
One thing about Jason is he stays on the move.  Working in multiple locations helps us stay fresh.  Working in the same spot can make us less focused.  Try changing locals from time to time, it will help you be more creative. I have a friend that changes his spot at least twice a day to help him shift mental gears. We all have our favorite spots to set up camp but a change of scenery helps us stay out of ruts and prevents burnout.  

We may never be international men and women of mystery or secret operatives but we can learn to work with the agility and efficiency of a Jason Bourne. What do you do to stay efficient and mobile when working?


Photo Credit: Perry_Marco