Pj effect astd_041012


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Visual Connection 10/15/12

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  • US government has enacted legislation mandating that government agencies create programs to encourage its employees to telecommute. It also mandates support programs for these employees.Lister, K., & Harnish, T. (May 2010). Workshifting Benefits: The bottom line. Telework Research Network. Retrieved April 13, 2011 from http://www.greenbiz.com/sites/default/files/Workshifting%20Benefits-The%20Bottom%20Line.pdf
  • 1.2 million federal workers the option to telecommute for at least part of their week. The Telework Enhancement Act of 2010 (Act) was signed into law on December 9, 2010. The passage and signing of this legislation (Public Law 111-292) was a significant milestone in the history of Federal telework. The Act is a key factor in the Federal Government's ability to achieve greater flexibility in managing its workforce through the use of telework. Well-established and implemented telework programs provide agencies a valuable tool to meet mission objectives while helping employees enhance work/life effectiveness. Specifically, telework: 1) is a useful strategy to improve Continuity of Operations to help ensure that essential Federal functions continue during emergency situations; 2) promotes management effectiveness when telework is used to target reductions in management costs and environmental impact and transit costs; and 3) enhances work-life balance, i.e., telework allows employees to better manage their work and family obligations, retaining a more resilient Federal workforce able to better meet agency goals.The law specifies roles and responsibilities
  • Jack Nilles It's not quite that simple.  Telecommuting is a good idea; it's a great idea for many people at least some of the time. It's not so great for others. More importantly, in terms of its practical implications, it is a way of working that most people in developed countries haven't known for more than one hundred years.   You see, most of us (three out of five working Americans) have office jobs. Most offices are, in effect, information factories. As everyone "knows," the information workers all have to report to the information factory in order to do their work. That's the way we've always done it. It is very difficult to get managers of organizations to think about working in other ways. As a consequence, the freeways are clogged every day around the world, mostly with people driving (alone) between their homes and the information factories.   Twenty-five years ago we demonstrated that telecommuting works, using a real company as a guinea pig. It works not only for the telecommuters, but for their bosses and the companies they work for. There were significant and positive bottom-line results even in those days, with what is now considered primitive technology. But I learned at the time that positive bottom-line results aren't enough. A crucial extra ingredient to make telecommuting work is an attitude shift.   Specifically, the all too common adversarial relationship between manager and managed has to change. A relationship of trust has to exist between the two. This trust is not a gift from heaven. It must be developed on the basis of mutual respect and quality communication. This takes some work. It also takes some discipline on the part of both parties. It can be a scary prospect in turbulent times. Consequently, there is often significant resistance to the prospect of performing this change.   Nevertheless, when people finally take that step, it usually turns out quite well indeed for all parties concerned. Still, this resistance to change, to uncertainty, to a relationship of trust, is the primary barrier to the expansion of telecommuting.   So what does this portend for the future?  Our first tests of telecommuting, in 1973 and '74, involved perhaps two dozen people. Now there are probably 15 million telecommuters in the United States alone, with about half that many in the rest of the world. By the end of the year 2000, I expect that there will be more than 23 million telecommuters in the United States. There are several reasons for this: First, because of vast changes in information technology, the idea of people working cooperatively via telecommunications networks has become fairly commonplace.Second, although the population has increased in the last 25 years, the capacity of our roads has not followed suit (one runs out of land not to mention the multi-megabucks per mile of new freeway after a while). Hence, traffic congestion is causing ever greater economic burdens, as well as air pollution.Third, most young families have two earners and considerable stress between job and family demands; I have never had a problem recruiting potential telecommuters.Fourth, the growth of the US economy has been such that there are often more jobs available than skilled workers to fill them. All of these pressures act to increase the acceptance of telework, and particularly telecommuting, by management. While much of the growth of telecommuting over the past decade has been in small to medium-sized companies, I expect that the Fortune 1000 companies will experience significant growth in the number of their telecommuting employees over the next decade.  Furthermore, the very information technology that enables telecommuting also allows new kinds of organizations to form. Among these are small to medium-sized companies with global reach. Look for many more diverse forms of telework enabled organizations in the next few years. It should be an interesting and rewarding time indeed.  
  • Born in Viena Austria 1909In 1943, Drucker became a naturalized citizen of the United States. He then had a distinguished career as a teacher, first as a professor of politics and philosophy at Bennington College from 1942–1949, then for more than twenty years at New York University as a Professor of Management from 1950 to 1971.Drucker came to California in 1971, where he developed one of the country's first executive MBA programs for working professionals at Claremont Graduate University (then known as Claremont Graduate School). From 1971 to his death he was the Clarke Professor of Social Science and Management at Claremont Graduate University.[16] Claremont Graduate University's management school was named the "Peter F. Drucker Graduate School of Management" in his honor in 1987 (later renamed the "Peter F. Drucker and Masatoshi Ito Graduate School of Management"). He established the Drucker Archives at Claremont Graduate University in 1999; the Archives became the Drucker Institute in 2006. Drucker taught his last class in 2002 at age 92. He continued to act as a consultant to businesses and non-profit organizations well into his nineties.Drucker died November 11, 2005 in Claremont, California of natural causes at 95.Several ideas run through most of Drucker's writings:Decentralization and simplification.[32]Drucker discounted the command and control model and asserted that companies work best when they are decentralized. According to Drucker, corporations tend to produce too many products, hire employees they don't need (when a better solution would be outsourcing), and expand into economic sectors that they should avoid.The concept of "Knowledge Worker" in his 1959 book "The Landmarks of Tomorrow".[33] Since then, knowledge-based work has become increasingly important in businesses worldwide.The prediction of the death of the "Blue Collar" worker.[34] A blue collar worker is a typical high school dropout who was paid middle class wages with all benefits for assembling cars in Detroit. The changing face of the US Auto Industry is a testimony to this prediction.The concept of what eventually came to be known as "outsourcing."[35] He used the example of front room and a back room of each business: A company should be engaged in only the front room activities that are core to supporting its business. Back room activities should be handed over to other companies, for whom these are the front room activities.The importance of the non-profit sector,[36] which he calls the third sector (private sector and the Government sector being the first two.) Non-Government Organizations (NGOs) play crucial roles in countries around the world.A profound skepticism of macroeconomic theory.[37]Drucker contended that economists of all schools fail to explain significant aspects of modern economies.Respect of the worker. Drucker believed that employees are assets and not liabilities. He taught that knowledgeable workers are the essential ingredients of the modern economy. Central to this philosophy is the view that people are an organization's most valuable resource, and that a manager's job is both to prepare people to perform and give them freedom to do so.[38]A belief in what he called "the sickness of government." Drucker made nonpartisan claims that government is often unable or unwilling to provide new services that people need or want, though he believed that this condition is not inherent to the form of government. The chapter "The Sickness of Government"[39] in his book The Age of Discontinuity formed the basis of New Public Management,[40] a theory of public administration that dominated the discipline in the 1980s and 1990s.The need for "planned abandonment." Businesses and governments have a natural human tendency to cling to "yesterday's successes" rather than seeing when they are no longer useful.[41]A belief that taking action without thinking is the cause of every failure.[42]The need for community. Early in his career, Drucker predicted the "end of economic man" and advocated the creation of a "plant community"[43] where an individual's social needs could be met. He later acknowledged that the plant community never materialized, and by the 1980s, suggested that volunteering in the nonprofit sector was the key to fostering a healthy society where people found a sense of belonging and civic pride.[44]The need to manage business by balancing a variety of needs and goals, rather than subordinating an institution to a single value.[45][46] This concept of management by objectives forms the keynote of his 1954 landmark The Practice of Management.[47]A company's primary responsibility is to serve its customers. Profit is not the primary goal, but rather an essential condition for the company's continued existence.[48]A belief in the notion that great companies could stand among humankind's noblest inventions.[49]
  • They may sound like oxymoron at first, but after closer examination we see how it all makes sense. The virtual workplace must be open and flexible but grounded on a common business vision. This means that the office is never really closed yet its hours of operation are flexible. You check your email on the go via your favorite gadget, you can reply from the gym or on while you wait at the dentist’s office. To be open also means that you must be open to new ideas and new ways of doing things. You cannot rely on old habits or old configurations. You must ground yourself on a common business vision by forging new relationships with colleagues and work together toward a common goal. Just like in the traditional office, if a team member does not believe in the overall mission, the rest of the team will feel the burden and have to pick up the slack. This will eventually diminish trust as well as the power of collaboration.As you may already know, the organizational culture of any place depends on the perceptions of its members. If the stakeholders distrust leadership or don’t have confidence in the products or services, the organizational culture will suffer. You as a PJ worker must therefore make the extra effort to remain connected but leadership is ultimately responsible for uniting stakeholders under a common vision. Sometimes this can be very difficult, especially if the PJ worker is more open and flexible than his own leaders. There needs to be a balance between openness, flexibility, but also the cohesiveness of the group. You may be able to march to the beat of your own drum, but also be able to join the marching band.The virtual workplace is very vulnerable to change but highly adaptable. This ties to the flexibility and openness discussed a moment ago. You must expect the unexpected. Change is the only constant. You will be on a state of perpetual motion unless you learn how to stop and breath. There will always be something new to be learned, whether it is how to use a new technology tool, develop a new strategy that has never been used before, or learn a new skill. Change also comes from your ever-changing priorities. Very often you will find yourself shooting a moving target, or chasing a wild turkey. The flexibility inherent in the virtual office provides you with added adaptability. If something goes wrong, you simply change your approach. You quickly learn to “cast the net on the other side of the boat” as the biblical story suggests. Most Brazilians are masters at this, they even have a saying for it; they say that you must have “jogo de cintura” which literally translates to “waist game” but is used to express a person’s ability to adapt to new situations. If you visualize someone twirling a hula-hoop around their waist, you clearly see how the person must adapt to the movement of the hula, which could go up or down depending on the person’s ability, their speed, and how they actually move. This is the same concept; we must be able to “move” our “waist” according to the need or challenge of the moment. Sometimes you will have time to reflect on the situation, but other times you will be hard pressed to trust your gut and make an instant decision.We have already mentioned that the PJ worker has more personal privacy than the person working in the traditional office. Some of the reasons may be obvious, like working in your PJs because you haven’t gotten dressed yet or in your bikini so you can work on your tan. Other reasons are less explicit, like finally being able to go with your child on a school fieldtrip, or hiding from the world—unshaven and wearing the same shirt—until the project is finished. The point is that you will feel a new sense of personal privacy within your physical world. The demand for collaboration nonetheless, will force you to come out of your cave and join the other virtual inhabitants. Collaboration is essential to the success of your project. You will be expected to collaborate across boundaries of time, space and disciplines. You will be expected to contribute your expertise but also synthesize and evaluate the contributions of others and make decisions that are best for the task you have been entrusted to complete. You will often feel like a fish out of water, trying to understand the perspectives of those from other cultural backgrounds. You are also likely to be placed in a team of individuals you have never met before, and have no idea if they can be trusted or not. You will some times jump off the plane holding on to your colleague’s parachute because yours does not function. Other times they will hold on to yours.The digital office is highly informal but results oriented. There is no dress code or no official lunch break. You must determine what works for you, and how you will handle interruptions. Who will get the door if you are on the phone with a client? How will your spouse notify you if the toilet leaks? Who will take care of the barking dog during your web conference? These are all informal but important rules you must establish in your household, because no one wants to hear your barking pooch when they are trying to participate in a webinar or web conference presentation. Besides, it would give them the impression that you are unprofessional. The informality should not be confused with lack of consideration for others or unprofessionalism. The digital office is not a get out of jail ticket to escape the business world. Everyone loves babies, but when they are crying in the background it is impossible to get the job done.Informality therefore should have no direct impact on the end results. In the digital office you must focus on the goal and track your own progress. You must learn to gage how your energies are spent, and where the time is going. The responsibility to get the job done rests with you and no one else. As a PJ worker, you are responsible for seeking help when needed, and tapping into the right resources to maximize productivity. This is definitely a results-oriented environment.Finally, the digital office is geographically detached but virtually connected. Your teammates could be anywhere. You are connected via digital technologies. You must step out of your comfort zone and show your face on a webcam, share an application, draw on a whiteboard, or connect using any given tool. You will have to get up earlier than expected or stay up five extra hours in order to speak to a virtual colleague or client who is in a different time zone. Your Blackberry or iPhone may beep while you are in the shower, and instead of reaching for the towel you reach for the phone. Low and behold, it’s the purchase order you were hoping for. All is well.This scene is not too different from what is now known as the “Blackberry Prayer.” The phrase is used to describe the physical stance people take when secretly working on their Blackberry during face-to-face meetings, airports, restaurants, dates, the ball game, and pretty much everywhere they feel the urge to “check in”: they carefully hold the phone with both hands, head bowed, quietly but intently typing on the tiny keyboard. There is always more room for improvement, however, as someone posted on the Urban Dictionary site “The Blackberry prayer is a plea to God to abolish the damn things.”
  • When you act with autonomy, you are are confident that you have the skills to get the job done. You may not have all the resources, but you know how to access them. This also means that you understand the company’s goals and conduct your daily responsibilities in accordance to the company’s vision. You may not agree to every detail, but you are there to perform to the best of your abilities. In the digital office you will sometimes be put on the spot, and you will be pushed to make a decision about an issue or take action. You will not always have the opportunity to call your boss or your colleague and ask what they think. You will have to make the decision at that moment and take responsibility for your actions. You are more autonomous in the digital office because you cannot walk over to anyone’s desk while the client is on hold. You are better able to act with autonomy when your actions are grounded on the company’s business vision.
  • Making responsible choices is not always easy. On one hand you have been given all this flexibility, but on the other hand you don’t know how to schedule your day, how to keep track of your work, or how to fit your family in this new routine. You may be working more hours than before or not as many, just because you do not know yet how to blend it all successfully and juggle your responsibilities. The key key is to focus on the results. Where are you going? How will you get there? For example, if you have a small child, you may have to invest on a babysitter for a few hours a day while you work on that very important project. Otherwise you may end up with a mediocre project because you were dividing your attention between taking care of the child and working. You must take time to plan out your day and live it accordingly. Don’t forget you are human and need fun too!
  • Aligning connections has to do with how we connect to others digitally. What technology should we use? For what purpose? How much is too much? When do we reach out for help? In order to connect with others however, you must first figure out where you stand. How much do you know about the project? What information is missing? Also decide, which type of communication tool is best suited for the problem? Should you email? Should you Skype the person? Should you hold a web conference? Who should be invited? Who should be included in the email? Bottom line is that if you don’t align your connections your success will be derailed.
  • Yoany:
  • To act with autonomy one must be able to think with autonomy.Absolute thinkingDistorted DemandingnessBlamingAwfulizingFairnessJudgmentPoor listening skillsExcusesReasonable goals break down the tasksAll or nothingBut…..
  • How autonomous are you? Sometimes you will have to follow the rules, other times break them. Know your company’s protocolWe take our beliefs as FACTS? Are they?
  • Where do you see yourself here? You are constantly being pulled or pushed. Internally, you will have your own inspirations and certain things will attract your attention. They usually lead to positive feelings or emotions. On the other hand, you may be externally pushed to do more with less, to stay up late in order to meet with the colleague in India, to work extended hours today because you went to the beach yesterday and did not do what you had to do. The external push and the internal pull can create conflict for you. So in order to act with autonomy, you must find a balance and feel confident about what you are doing and still satisfy your job requirements. You cannot afford not to be productive.
  • Everyone has a source of inspiration. I challenge you to find out what yours is. For me it’s my kids, plain and simple. When you find your source of inspiration, you will be more open to new things because you can then look at the world through the lense of positivity. They may be crazy ideas, perfect ideas, good ideas, cool ideas, or now and then you will laugh because the idea you thought was perfect turned out to be a dud. Bottom line is, you must be open-minded, but also keep yourself inspired. In the virtual office you may not have the traditional water cooler, you were able to run your ideas past your colleagues in a quick and informal way, but now you have to be deliberate in reaching out. You must make the effort to reach out and share your ideas.
  • When you work from home anything can be a distraction. The dog, the child, the spouse, the neighbor, the postman, the neighbor’s lawnmower and the list goes on and on…You must find out what distractions are around you and you must minimize them.PLE or PWETaking it personallyAssumingJumping top conclusionsFortunetellingBlow it out of proportionShould and Ought toosOvergeneralizationLabelingDavid Burns 1989 Feeling Good
  • Freedom and flexibility are two of the most beneficial aspects of being a teleworker. You have the freedom not only to create your own dress code, but also to flex your hours. For example, if you go to the doctor’s appointment in the morning, you know that when you return you must make up the hours lost. However, you also have the freedom to check your emails on your Smartphone and use the time spent in the waiting room productively. This would certainly save you time later. You are the boss of your time, you have more flexibility but also more responsibility.
  • Another perk for the PJ worker is being able to create their own work environment. You don’t have any company policy about how to decorate the office, and you are certainly not confined to the cubicle. You are free to create an atmosphere that best suits the way you work best. You may use a bean bag for a chair, work from your sofa, or outside in the garden. It’s whatever you want it to be.
  • Susan decided to start working from home because she has a one year old son and she does not want to put him in daycare. Besides, she enjoys spending time with him and caring for him. Susan works full time for a software developer and her job requires her to attend weekly virtual meetings with her teammates, who also work remotely. During the virtual meetings, the group often discusses important issues about the latest projects, therefore it is important that everyone pay attention and offer input. Susan believes she is very good at multi-tasking. As a matter of fact, right before the meeting starts, she is quick to put a load of laundry in the washer, and prepare little Tommy’s bottle. She is organized and feels good about working from home. The more comfortable Susan feels about multitasking, the more challenges she takes on. Just the other day, however, Susan received a complaint from a colleague who said her input was minimal and therefore she was no longer helpful to the team. She was shocked. Her colleague also complained that on several occasions the group could not focus on the meeting because they could hear little Tommye making noises or crying in the background. How can Susan make responsible choices in regards to blending her private and her professional life?
  • What happens when you feel vulnerable?
  • PassiveAggressiveAssertiveChange the relationship you have to others…Seek approval…people pleasers, welcome mat nailed to foreheadFrustrationsDemandsEmotional hostage takingWalking on egg shells
  • Close the door, lock the door, pull the curtain…etc.
  • How much am I willing to give…the boundary is youDecide what you want and don't wantTell themInform people of issuesDecide to be constructive toward boundariesWarning….draw a line in the sand….Follow through
  • Awareness on a public stageThink of the future of the relationship or not
  • Efficiency isn’t just about time to take a specific action or make a decision - it’s about making the right connections at the right time.
  • Bobbe:
  • Bobbe:
  • Mark works for a global pharmaceutical company based in California. The company has production facilities in Austria and in the US. Mark has been asked to develop new marketing strategies for the European market but he does not understand much about it yet. When he contacted his Austrian colleagues via email asking for help, Mark was inundated with email responses and ideas. Mark however, is having a hard time understanding what they mean, and he is frustrated with all the long emails back and forth. How can Mark better align his connections?
  • Kelly is new to telecommuting, she works from home three times a week and the other two days she works from the main office. Kelly works for an auto insurance company providing quotes for corporate vehicle fleets. She dutifully follows the company script and the fee schedule because she is afraid of giving too much flexibility to the client. She does not want to do anything wrong or get in trouble with her boss. One day however, a very large client asked Kelly to make some urgent changes to their coverage. The changes were nothing out of the ordinary, but Kelly had never dealt with a similar situation. Kelly hesitated and said she that she was not able to make a decision and she needed to talk to her boss first. Kelly called her boss but she forgot that he was out on vacation that week. Unable to get his needs met, the customer called Kelly at the end of the week and switched coverage from Kelly’s company over to their competitor. Which respond-ability would have helped Kelly save this key account?
  • Yoany:
  • Self awareness is key to making responsible choices. We already said that you must trust in your ability to get the job done. Personal growth and professional development are tied to your ability to make responsible choices. It some cases you may realize that the reason you are not able to make a decision about an issue is because you don’t have enough knowledge. In other instances you may be completely unaware that you are lacking a skill or particular knowledge until someone else calls it to your attention. In the digital office you must not be afraid to ever say “I don’t know” or “I can’t do it.” You must continually reflect on your abilities and your knowledge. What else do you need to learn to be successful?
  • Everything you do must be intentional. You must reach out intentionally, you must reflect on your day intentionally, you must take intentional steps that lead you to the successful blending of all your personal and professional responsibilities. You must act—not react-- and respond according to the situation, you must be proactive and not reactive.
  • Mary likes working from home because she has aging parents and it makes it easier for her to take them to the doctors and do the shopping. Mary is always making excuses for not getting things done on time. But it is not her fault, her parents are demanding and things just seem to happen to her. First it was the internet connection that went down, then her computer had a virus, and then her mother fell. She loves her job but she is getting deeper and deeper into trouble with her supervisor because she can never meet the deadlines she agrees to. She has her home office in the downstairs den, which is next to the laundry room. That is a distraction when her laundry has to be done or when her father comes down and stops to chat. Which respond-ability would help Mary be able to meet more deadlines and maybe save her job?
  • Harry is a very talented and creative graphic designer. He runs his own independent business from his home. He loves what he does and he is good at it that is when he manages to get his projects to his clients on time. Harry has an old Mac and sometimes has software issues. He has all the software he needs to get the job done but gets very upset when things don’t go exactly like he thinks they should. He is constantly afraid that what he is producing is not good enough. He tries to do everything exactly like he learned it in school but sometimes it just won’t work. He is a perfectionist and wants it done right. He seems to always have an excuse why the project is not ready. Which respond-ability would help Harry be able to meet more project deadlines?
  • Bobbe
  • Pj effect astd_041012

    1. 1. ThePajama Effect
    2. 2. Leadership and learning are indispensible to each other. John F. Kennedy
    3. 3. What is the pajama effect ?“The pajama effect is the ability ofthose connected via digitallymediated communications, suchas telecommuters and onlinelearners, to blend their private &public lives while remaining highlyproductive as they work, play andlearn online.”Baggio and Beldarrain (2008)
    4. 4. Who is the pajama effect ?28% of the workforce worksonline at least 1 or 2 days a week
    5. 5. Who is the pajama effect ?50 million U.S. workers couldwork from home at least partof the time about 40% of the working population
    6. 6. Who is the pajama effect ?2009 the Office of PersonnelManagement102,000 Federalemployees telecommute
    7. 7. Who is the pajama effect ? By 2013 teleworkers are expected to increase by 65 % in the public sector & 33 % in the private sector
    8. 8. Telework Enhancement Act of 2010
    9. 9. What is the pajama effect ?Jack Nillescoined the term“telecommuting &telework in 1973.
    10. 10. What is the pajama effect ?“The pajama effect is the ability of thoseconnected via digitally mediatedcommunications, such as telecommutersand online learners, to blend their private& public lives while remaining highlyproductive as they work, play and learnonline.”Skill, behavior, proficiency, talent, adeptness, know how, aptitude
    11. 11. Why is the Pajama Effect so important?MBO: The Practice of Management, 1954
    12. 12. Why is the Pajama Effect so important? Success requires a management style based on results not observation.
    13. 13. Why is the Pajama Effect so important? 280 million barrels of oil 37% of Gulf oil imports 9 million cars permanently off road. Gas savings twice what the U.S.currently produces from all renewableenergy sources.
    14. 14. Why is the Pajama Effect is so important? Full-time telecommuters save companies approximately $20,000 per employee.
    15. 15. Why is the Pajama Effect is so important?Half-time telecommuting by those withcompatible jobs (40%) & a desire to doso (79%) would savecompanies, communities, andemployees over $650 billion a year.
    16. 16. Why is the Pajama Effect is so important?Increased productivity, reduced office expense, lowerabsenteeism & turnover, reduced travel, less roadrepairs, less gas consumption, & other savings.
    17. 17. What are our objectives?Recognize that certain Respond-abilities are necessary to be a successfulRecognize that these attitudes & behaviors can be learnedEstablish the characteristics of the virtual workplaceDetermine what are your strengths & weaknesses in respondingDevelop some practical approaches to assure success
    18. 18. What are the characteristics of thevirtual environment? Open and flexible but grounded on a common business vision. Vulnerable to change but highly adaptable. Provides personal privacy but demands collaboration across boundaries. Highly informal but results oriented. Geographically detached but virtually connected.
    19. 19. Open & flexible but grounded on a common business vision. Respond-ability #1: Act with Autonomy
    20. 20. Vulnerable to change but highly adaptable.Respond-ability #2: Set & Enact Priorities
    21. 21. Provides personal privacy but demands collaboration across boundaries. Respond-ability #3: Be Creatively Productive
    22. 22. Highly informal but results oriented.Respond-ability #4: Make Responsible Choices
    23. 23. Geographically detached but virtually connected.Respond-ability #5: Align Connections
    24. 24. Five Respond- Abilities1. Act with Autonomy2. Set & Enact Priorities3. Be Creatively Productive4. Make Responsible Choices5. Align Connections
    25. 25. Open and flexible but grounded on a common business vision. Act with Autonomy To act with independence or freedom, as of the will or ones actions
    26. 26. Open and flexible but grounded on a common business vision. Can you really think out of the box?
    27. 27. Open and flexible but grounded on a common business vision. Internal Positive Attracted Love Pull Good Inspiration Gain Negative External Fear Asserted Bad Push Loss Motivation
    28. 28. Open and flexible but grounded on a common business vision.What inspires you?
    29. 29. Open and flexible but grounded on a common business vision.What distracts you?
    30. 30. Open and flexible but grounded on a common business vision.Freedom
    31. 31. Open and flexible but grounded on a common business vision.Relaxed
    32. 32. Case 1: Susan
    33. 33. Vulnerable to change but highly adaptable.Set & EnactPriorities
    34. 34. Vulnerable to change but highly adaptable.Vulnerability
    35. 35. Vulnerable to change but highly adaptable. Can you set boundaries?
    36. 36. Vulnerable to change but highly adaptable. Physical Boundaries
    37. 37. Vulnerable to change but highly adaptable.Emotional Boundaries
    38. 38. Vulnerable to change but highly adaptable.Connection Boundaries
    39. 39. Vulnerable to change but highly adaptable.Time, Space Boundaries
    40. 40. Vulnerable to change but highly adaptable.Can you mix business with pleasure?
    41. 41. Vulnerable to change but highly adaptable.Derailing your own success
    42. 42. Vulnerable to change but highly adaptable.Symbols & the Subconscious Mind
    43. 43. Vulnerable to change but highly adaptable.
    44. 44. Vulnerable to change but highly adaptable. Fun, Frolic & Focus
    45. 45. Case 2: Mark
    46. 46. Provides personal privacy but demandscollaboration across boundariesBe CreativelyProductive
    47. 47. Provides personal privacy but demandscollaboration across boundaries Privacy
    48. 48. Provides personal privacy but demandscollaboration across boundariesA Private Life
    49. 49. Provides personal privacy but demandscollaboration across boundaries In what ways are you creative?
    50. 50. Provides personal privacy but demandscollaboration across boundaries Process vs. Project
    51. 51. Provides personal privacy but demandscollaboration across boundariesWays to be free to create1. No judgment2. Have fun3. Associate4. Use your senses5. Try something new6. Change perspective7. Delete the word can’t
    52. 52. Provides personal privacy but demands collaboration across boundariesWhy is virtual time different?
    53. 53. Provides personal privacy but demands collaboration across boundariesIt’s 8 AM in India
    54. 54. Provides personal privacy but demands collaboration across boundariesA 24/7/365 World
    55. 55. Case 3: Kelly
    56. 56. Highly informal but results oriented.Make ResponsibleChoices
    57. 57. Highly informal but results oriented.Are you true to who & what you are?
    58. 58. Highly informal but results oriented.IntentionsNo one is happy without goals, and no one is happy without faith inhis own ability to reach those goals.
    59. 59. Highly informal but results oriented. Honesty
    60. 60. Highly informal but results oriented.Take time to examine how you:Connect with othersRecognize your instinctsMake excuses
    61. 61. Case 4: Mary
    62. 62. Highly informal but results oriented.Align Connections
    63. 63. Highly informal but results oriented.
    64. 64. Highly informal but results oriented.A new way of listening
    65. 65. Highly informal but results oriented.Communication skills in the digital workplace
    66. 66. Highly informal but results oriented.Virtual teams
    67. 67. Case 5: Harry
    68. 68. Highly informal but results oriented.The new frontier
    69. 69. ReviewWhat “respond-abilities” do you need to be successful in the digital world ?What does it take to learn these abilities?What enables you to blend the different facets of your lifesuccessfully?What are the roadblocks to your success?Name one practice you can do now to assure success.
    70. 70. Thank You!