Tuesday, 15 April, 2014

Markup rules

texteditterminalI like to use plain text when I can. Plain text is just text without any formatting, which you edit with an app called a text editor, like Notepad on Windows or TextWrangler on a Mac. It’s pretty much a universal format – it can be opened and edited on pretty much any system or hardware you can think of.

One of the things that makes a simple plain text file useful is the ability to ‘mark up’ text within the document.

Markup languages have been around a long time. Perhaps the most famous one is HTML, one of the foundations of the web. An HTML file in reality is just plain text, with the use of HTML tags to mark up how bits of the document should behave – such as formatting and linking to other pages, for example.

Another example and one I use a lot is Markdown, a simple markup language for use in creating documents of all kinds. By simply using characters such as the hash sign (#), asterisks (*) and so on, a document can be made to include italic and bold text, headings at various sizes and bulleted lists, for example.

The key thing is that the document format can be used on pretty much any device and in any application. It’s just plain text, after all. The use of the markup language however enables that document to do more interesting things.

What’s more, you don’t have to be a developer or anything to start your own markup based project. You just need to define a few rules, and get going.

todotxt-apps_lrgI’ve just started playing with another great example of this. It’s called todo.txt and is a way of managing a todo list in a plain text file.

The rules are straightforward. Each task exists on a single line of text. Markup in that line can add information about the task, so for instance a word following a + sign is the name of the project that task belongs to (allowing you to group tasks by project, for example). You can also add a context to a task by following the @ sign with a word. Priorities can be added to tasks by using (A), (B) and so on to the beginning of the line.

Here’s an example of what a todo list looks like:

(A) Call Mom @Phone +Family
(A) Schedule annual checkup +Health
(B) Outline chapter 5 +Novel @Computer
(C) Add cover sheets @Office +TPSReports
Plan backyard herb garden @Home
Pick up milk @GroceryStore
Research self-publishing services +Novel @Computer
x Download Todo.txt mobile app @Phone

You could just manage your list in the plain text file using an editor – and many people do. However, because of the open nature of the format, other options are possible.

First, saving your todo list text file in a service like Dropbox makes it available across the web, so you can pick it up and edit it across many devices, which is helpful.

Even better, there are apps for mobile devices to help you manage your todo list. These present your todo list as a more traditional task management app would – but all the time they are just updating the text file using the markup rules.

This means all your tasks aren’t locked up in some database you’ll never get access to. You can take your text file todo list away any time you like and manage it in a different way.

As well as being a neat hack, todo.txt makes me wonder what other applications could be based on the simplicity of a plain text file and a few markup rules.

Any suggestions?

#Markup rules

Monday, 14 April, 2014

Collaboration – 10 steps to success

collaborationDigital tools provide great ways to collaborate online. Whether working with a smallish team to co-create a document, or engaging the wisdom of the crowd to build a list of ideas, the net allows us to work with people at a previously impossible scale.

But how to do so effectively? There’s nothing more depressing than a collaborative project that nobody wants to collaborate with you on; or a popular collaboration that runs out of steam, or drifts off at tangents.

Here’s a ten step process I’ve come up with to help your project succeed.

1. Identify who might be interested

There’s no way you will pinpoint every person who might be interested in what you are collaborating on. However, you should be able to spot the people you are aware of who will definitely get things going. This might be because they have a track record of getting involved on this issue, or that they know their way around these kinds of processes. Either way, they are useful people to have around.

Reach out to these folk and let them know what you are planning to do. Keep the specifics around the tech side of things vague, but recommend they encourage others to get in touch, so you can use other people’s networks to create a bigger list of initial collaborators.

Also find out at this stage roughly what level of tech-savvyness there is among this initial gang. Find out how they like to communicate – do they prefer email, discussion forums, or are they happy getting their hands dirty with a wiki? This will help inform which platforms you choose.

2. Put a platform together

Bearing in mind what you found out in step 1, decide at this stage what system you want to use. The fundamental factor is to keep things as simple as you possibly can. Other issues include whether you want to host it yourself or are happy for the content to be sat on someone else’s server, and whether you need to restrict access.

On the first point, by and large hosted platforms are far easier to set up and use and often are more functionally rich than those which you manage yourself. On the second, make it as open as possible, so that there are few barriers for people to get involved.

Make sure your decision on platform and process matches the research you’ve done with your initial user group in terms of the way people collaborate. Are they happy editing other people’s work? Would they prefer commenting, or submitting ideas?

Getting this right is important, but it shouldn’t get in the way of starting your project. Pick something that will hopefully work, but be flexible to allow for change in the future.

3. Get the content on the platform

It’s very hard to begin a collaboration with a blank page. You do need some content to get people talking and give them something to work with.

This, depending on your starting point, can be a quick or a very labour-intensive job. Copying and pasting text from other documents is fine, but when it is from (say) a PDF some cleaning of the formatting is likely to be necessary. Make sure you factor the time in to get this done.

Don’t forget your users when adding content. Consider adding some consistent header text to the top of each page, explaining what the content is, how it can be edited or discussed, and how the project administrators can be contacted for help, etc. Ensure that you take into account what people told you at stage 1. If people say they like to respond by email, make sure there is an email address they can send comments to, and a process for getting those comments onto the platform.

Ensure that the navigation for the platform makes sense and that people will be able to find the bits they are interested in easily. Test it out on some of your initial group to get their thoughts. Maybe find a complete web-novice in your organisation to take a look and see how they get on with it.

4. Set the rules of engagement

Having rules is boring, but a lot of people like them. Part of this will come into the page heading text I mentioned in step 3, but it is probably worth explaining again on a separate page. Make it explicit who should have view and edit rights to the content and also how vandals will be dealt with.

It might also be worth explaining exactly what will happen to people’s content that they add, who it ‘belongs’ to and under what licence it is published online. These things shouldn’t matter to most people, but those that do care often do so loudly.

It probably is also a nice idea to explain what the aim of the whole exercise is – what is the eventual output likely to look like? And how will those who have collaborated on it be credited?

5. Invite and manage contributions

Now invite your initial group to come onto the platform to start collaborating on the content. Keep it to this gang as much as you can to start off with. Any problems in the structure of the site or the way content is made available will soon be spotted and fixed.

Other things will be bound to go wrong at some point. People will accidentally delete entire pages of content, for example, and panic about what to do about it. Make sure you and your team are keeping a constant online presence to monitor what’s happening so you can react quickly to a) calm down the person who has just ballsed things up and b) put things right so the project retains at least a veneer of professionalism.

6. Figure out some roles

As part of the initial work with the smaller group, take the opportunity to identify some roles on the project and fill them with some of your early volunteers.

Roles can include:

  • Community manager – someone to keep everyone engaged and motivated on the project
  • Social reporter – a content creator who
  • Curator – collecting relevant content and useful information from around the web and bringing it together into one place
  • Gardener – a person who likes to keep your project tidy, cleaning up formatting errors, ensuring links work, and navigation makes sense
  • Evangelist – someone willing to go out and recruit new people to come and collaborate on your project

7. Market it

To get people involved beyond your core group of volunteers, you need to get eyeballs. Post to relevant forums, blogs and mailing lists about what you are doing. Telephone other contacts and get them to sign up. Stick a link to the project in your email signature. Mention it in every letter you write.

Don’t forget that you are asking people to give up their time to help you out for nothing in return other than the kudos of actually being asked for their opinions. Some will jump at the chance, others will need more persuading.

8. Get everyone in a room

At the very least, have a party at the end of the exercise to thank everyone. But even better, have one towards the beginning too. Even online networking fanboys like me appreciate that to get trust in a community, you have to meet one another face to face first. OK, you don’t have to, but it really does help.

Maybe you could have a collaboration hack day – a big room with lots of laptops, wifi, flipcharts and post-its, where everyone does their best to get as many quality edits done as they can, chatting to each other and developing ideas in real life. Plenty of coffee and sandwiches would probably help too.

9. Let go

Involvement in any activity like this one will involve the acceptance of a significant loss of control and messiness in the way things develop. This is good, don’t try and fight it.

Do moderate offensive or stupid content – that does no-one any favours. But if things are developing in a direction you didn’t expect, or don’t like, let it. Have a conversation about it. Examine your own preconceptions and assumptions and see if things can be worked out another way. But don’t go round reverting pages because you don’t agree with them.

10. Get the output sorted

Finally, make sure there is a recognised output at the end. Hopefully this could be some sort of document that people who like documents can read. Make sure it is full of links back to the wiki so that people can see who developed what idea, and how that idea changed from the original.

Make sure that a description of the process is included in the final document, and that everyone who contributed is credited. Go back to those forums, blogs and mailing lists that you punted the idea around on and let them all know how it finished. Make a fuss about the fact that this stuff works!

Do you have any tips for making collaborative digital projects work?

#Collaboration – 10 steps to success

Friday, 11 April, 2014

Writing apps – the software I use to get words on a page

writingI probably think about this sort of thing far more than I should – after all, doesn’t everyone just use Word? – but I like playing with different tools for writing.

After all, for me, typing words into a computer makes up probably 75% of my job. That’s a lot of typing and so it’s worth making it as little of a painful experience as I can.

So here is a list of the different tools I use to write text with.

Byword

Byword is a ‘distraction free’ writing application which works on my Mac and iPad, syncing through Apple’s iCloud service. It’s a very simple editor, that pretty much just lets you type in text in plain text format. You can do some formatting with Markdown, which you can then export, but I tend to use it when I just want to bash some words down, without thinking too much about how it looks.

Find out more about Byword

MarsEdit

MarsEdit is the app I use to write my blog posts. It’s a bit of desktop software that lets me bash in the content for my posts offline, using a very simple plain text editor. I’m able to add tags and categories to my posts, which I then send up to my blog in draft, ready for a final check, adding images and hitting publish.

I don’t know why, but I just find writing posts in MarsEdit more comfortable than using the WordPress editor – hence why I class WordPress as a publishing tool rather than a writing one. A big part of it is probably down to the keyboard shortcuts I use to quickly enter and mark up content in MarsEdit, rather than having to constantly switch to the mouse to select icons.

Find out more about MarsEdit

Apple Mail

An awful lot of the words I write are emails, and so my email client has to feature in this list. I use Apple Mail mostly by default nowadays – previously I have used Gmail’s web based interface, but I do find using a desktop client helps me pace myself a bit and be a little more thoughtful. It’s basically ok – I have no complaints but then I’m not exactly a huge fan either. It works.

Find out more about Apple Mail

OmniOutliner

This is a seriously good outlining tool, which I mostly use for drafting pieces of writing or presentations. Outliners let you build up bullet style lists of content, indented at various levels of a hierarchy, which you can then drag around and reorder. It allow you to structure a document really well in the planning stage – to figure out your ideas and how they slot together.

Find out more about OmniOutliner

Google Docs

When I need to collaborate in the early stages of preparing a document, I usually turn to Google Docs. Due to the fact that it is online, it does tend to stress me out a bit – I prefer desktop apps with local copies of files when possible – but Docs is the best solution to working on something with others, particularly at the same time.

Find out more about Google Docs

Scrivener

I occasionally work on longer pieces of writing, although they almost never get published anywhere. Scrivener lets you write chunks of content for a larger work, which you can then reorder, drag around and so on. It also lets you save research notes in the same place as your draft document, which can be helpful. At the end, Scrivener spits out a rich text file that sticks all your chunks together, for a final edit, or formatting exercise in a word processor.

Find out more about Scrivener

Evernote

The writing I do in Evernote differs wildly, from meeting notes to pasting in web addressees to check out later, to

Find out more about Evernote

Pages

Pages is Apple’s own word processor, which I use occasionally for more graphical documents. It just has a more creative, desktop publishing type feel to me, which makes it ideal for that kind of work. It’s really easy to use, and I find it the best tool to work with when a document has a lot of graphical elements.

Find out more about Pages

Vesper

A super iPhone text editor. It does one thing very well, and that is writing short notes on my phone. It has a beautiful design and is incredibly easy to use and for when I just need to quickly write something without worrying about it syncing up anywhere else, Vesper is perfect.

Find out more about Vesper

Simplenote

Yet another cloud-syncing text editor. I use this to quickly get text onto my phone from another device. It’s fairly niche, but stuff like when I look up an address for a meeting on my laptop and want to get it to my phone – I’ll usually use Simplenote rather than creating something in Evernote.

Find out more about Simplenote

Word

OK, so I do use Word. Quite a lot, actually, in its various incarnations – Mac, Windows, online (via Office 365) and now, of course, on the iPad. When it comes to needing to share a document with others in a format they are likely to be able to edit, its still the best option.

Find out more about Word (really?)

What are your favourite writing tools? Do you use as many, or even more, than I do?

#Writing apps – the software I use to get words on a page

Five for Friday – 11 April 2014

linksFive for Friday is WorkSmart’s weekly roundup of interesting stuff from the week’s reading.

  1. Dancing Giants: How Cisco Innovates
  2. How to write an internal communication strategy
  3. How To Convince Your Boss To Try New Things
  4. Tips for starting a podcast
  5. The Ultimate Guide to Solving iOS Battery Drain
Did you know that WorkSmart has a Pinterest board where loads of cool stuff is shared?

We also now have a LinkyDink group which will automatically email you links to read everyday!

#Five for Friday – 11 April 2014

Thursday, 10 April, 2014

Why digital capability (or comfort) matters

keyboardI spend a lot of my time at the moment talking about digital capability. To my mind, this means the ability of people throughout an organisation to make the most of the opportunities offered by digital technology.

Capability is less about skills though, and more about confidence – or maybe comfort.

Sure, a certain amount of skill is involved. I sometimes refer to this as the ‘Alt-Tab’ test. If someone knows that Alt-Tab means to quickly flick between applications on a Windows based computer (it’s Command-Tab on a Mac), they are probably going to be ok in the new digital world.

To me though, digital capability is more about knowing where to look for the answers as it is knowing the answers in the first place. It’s about understanding why people might want to use a certain tool, rather than using it yourself. It’s about being curious, networked, agile, user centred and flexible rather than knowing how to use this app or that.

This matters because the landscape is changing. A few years ago, an average worker in an office might need to use four or five systems on a regular basis. Their email, the database for doing their jobs, Office, the intranet and perhaps an HR or other system.

These days though, people are being invited to Dropbox folders, Huddle projects, Asana task lists, Trello boards, Basecamps, Nings, Yammer networks, Google Docs and more. The numbers of different systems are growing and often the first people will have heard of them is when they are invited and expected to use them.

Nobody can learn in advance about systems they have never heard of! Instead, they need the confidence and comfort with digital tools that they can recognise how they probably work, and have the knowledge to know they are unlikely to break them just by having a go.

As I have written before, and will do again, the days of monolithic, one size fits all IT systems is over. As Euan Semple says in a recent blog post:

Building a technology ecology from small iterative deployments of specific tools, with a throw away mentality that allows more constant adaptation, driven by ongoing conversations with users is the only way to do technology efficiently.

In this new world, everyone needs to be comfortable with switching between apps, even when those apps are doing rather similar things, just in a slightly different way. This won’t come from learning each app one by one, but instead by understanding the principles of digital tools, and the underlying philosophy of how they work.

As is often the case, the online comic XKCD nails it:

tech_support_cheat_sheet

#Why digital capability (or comfort) matters

Dropbox launches a swathe of new features

Some interesting developments from Dropbox – everyone’s (well, most people’s) favourite cloud storage/backup/sharing tool.

Firstly, a new app called Carousel, which is a photo gallery app. According to the blurb, it

…combines the photos in your Dropbox with the photos on your phone, and automatically backs up new ones as you take them. Carousel sorts all these memories by event so you can easily travel back in time to any photo from any date. And unlike other mobile galleries, the size of your Carousel isn’t constrained by the space on your phone, which means you can finally have your entire life’s memories in one place.

Sounds good. Note that this is a separate app rather than a new feature in the existing Dropbox app. Further evidence that the native app space is all around doing one thing well rather than cramming as much functionality into one app as possible (for another example see Facebook moving messaging out of the main FB app and forcing users into the dedicated messaging app).

Here’s a video with the details.

[vimeo 91475918 w=500 h=281]

Carousel: Your entire life at your fingertips from Dropbox on Vimeo.

Next is an update to Mailbox, which was an iOS only email client. It’s now on Android too, and had introduced a new feature that learns from your use of it which emails you are likely to immediately archive, for example, so that in future it can automate that task for you.

An email client that deletes emails on your behalf? That’s one way to inbox zero!

The other updates relate to Dropbox for Business, rather than the consumer version that most people use (for free). One is that now users will have two Dropbox folders – one for personal stuff and one for work. The work one will be in the control of the employer, who will be able to remotely wipe files from ex-employees, or for other security reasons.

A second new feature is account transfer, which allows employers to move an account to another employee, due to promotions or other movements. Thirdly, a sharing audit function will enable an organisation to track who has seen what files.

These are important updates for Dropbox to be seen as a serious contender in the cloud storage and sharing space, particularly in bigger organisations. However the real game changer has only been hinted at, and that is Project Harmony, which will bring collaboration to Dropbox documents.

Dropbox say that Harmony will

let you see who’s editing a file, have a conversation with other editors, and keep copies in sync — all right inside the apps you already use

So it won’t matter if one person is editing a file in Word on a Mac and another using a different version of Word on Windows – real time collaboration will still be a possibility.

These are really interesting developments from Dropbox, and the cloud storage space is hotting up at the moment, with price drops from Google, and new feature announcements from the likes of Box too.

Which storage service is your current favourite and what are the features that matter most to you?

#Dropbox launches a swathe of new features

Wednesday, 9 April, 2014

Digital transformation report from Altimeter

A quick post as I am just back from a short break with the family and didn’t have anything lined up to publish today!

digitransAltimeter Group have just published a really interesting report called Digital Transformation: Why and How Companies are Investing in New Business Models to Lead Digital Customer Experiences. It has its own microsite and everything.

There are seven key findings in the report, detailed on page 5. I found the following most interesting:

1. Social, mobile, real-time and other disruptive technologies are aligning to necessitate bigger changes than initially anticipated.

3. Mapping and understanding the customer experience is becoming critical in guiding transformation efforts.

5. Digital transformation is driven partly by technology and also by the evolution of customer behaviour.

In other words, digital matters because customers are using it.

All in all, it’s a great report and well worth trading your email address to get access to it.

 

#Digital transformation report from Altimeter

Sunday, 6 April, 2014

Asana – smart group task management

I’ve just got into using Asana to manage my projects, thanks to a tip from Simon Booth-Lucking at Claremont Communications.

It’s a great web-based task manager. What I really like about it is that it work on two levels – you can build a very simple task list very quickly, or you can do some much more sophisticated project management if that’s what you require.

It’s also great value. You can have as many projects as you like, shared with up to 15 people, all for free. Only if you go above the 15 person limit do you need to start paying.

Here’s a video introducing Asana. If you want to see some more demos of what it is capable of, then the YouTube channel is the place to go.

[youtube=http://www.youtube.com/watch?v=liO5VbbIqIs&w=560&h=315]

#Asana – smart group task management

Engaging colleagues with new online tools

Getting people to actually use new tools in the workplace is pretty hard.

No matter how cool your new social platform is, your colleagues (except for the super keen) won’t suddenly leap into using it.

Instead, you need to think tactically about how you engage workers with new online tools.

Here are ten ideas for making it happen. If you can’t see the embedded document below, then you can download the PDF version.

[slideshare id=33182070&style=border: 1px solid #CCC; border-width: 1px 1px 0; margin-bottom: 5px; max-width: 100%;&sc=no]

My thanks to Steve Dale and Anne McCrossan who gave me some great advice when I was putting these together.

It would be great to get your views on these ideas – and whether you have any to add?

#Engaging colleagues with new online tools

Friday, 4 April, 2014

Five for Friday – 4 April 2014

linksFive for Friday is WorkSmart’s weekly roundup of interesting stuff from the week’s reading.

  1. Google Chromebooks at work in the fragmented PC era
  2. How Gmail Happened: The Inside Story of Its Launch 10 Years Ago
  3. A Brief Guide To Selecting A Community Platform
  4. SharePoint, how has the caterpillar turned into a butterfly?
  5. Big Data: What is it and why should I care?
Did you know that WorkSmart has a Pinterest board where loads of cool stuff is shared?

We also now have a LinkyDink group which will automatically email you links to read everyday!

#Five for Friday – 4 April 2014

A GDS approach to internal systems? Please?

it-fed-upThe Government Digital Service is the UK government’s solution to the issue of ensuring that government services are accessible and usable for citizens online. Quite rightly they have received plaudits for their approach to service design and delivery.

This is set out in the service standard, a list of 26 criteria that digital services should meet. It’s a great list.

Having worked at pretty much every level of government there is, I certainly appreciate the need for citizen facing services to be of high quality. But that experience also makes me wonder just how much could be achieved if a similarly robust standard were taken to the design of systems used internally by government departments, councils, and so on.

Actually, make that all large organisations, regardless of sector.

After all, how much in cashable savings could be achieved if it took a minute rather than half an hour to log a leave request, or book some travel?

Or how about the design of some of the big applications that people use to do their work – big lumbering databases with godawful user interfaces which give everybody their dim view of technology and what it can do in the workplace?

I was chatting to Meg Pickard about this yesterday and she confirmed the vital importance of the end user need. Part of the issue here, Meg felt, was that internal systems such as the ones we were talking about were invisible to the public, and so demonstrating value to citizens is difficult – it could be perceived by some negatively, as civil servants spending time and money designing pretty tools for themselves.

There is also a potential danger that this discussion – venturing into areas marked by signed saying “Danger! ERP!” – could be seen as ocean boiling territory.

However, how hard would it be for a simple, usable travel or leave booking system to be built as an agile prototype and shared amongst organisations, just to prove it could be done?

After all, the app-ification of IT demonstrates that having single use applications tends to work pretty well for most people, rather than vast monolithic systems that try and use the same process to achieve different tasks.

#A GDS approach to internal systems? Please?

Thursday, 3 April, 2014

What’s on your tablet, Matt China?

mattcMatt China previously worked in local government, where he championed new ways of working in his authority. Due to recent senior management restructure he is now looking for a new job, preferably with a more ‘agile’ organisation.

All offers can be sent to Matt via Twitter.

Which tablet do you use most?

Nexus 7

What do you use your tablet for most?

  • Email
  • Web browsing
  • Social networking
  • Note taking
  • E-reading

What are your favourite apps?

What add ons do you use with your tablet?

Poetic SLIMLINE Portfolio Case

What does your tablet not do that you really wish it could?

I wish I’d bought a 3g version so I am not reliant on WiFi connectivity (can tether to phone but this is very expensive).

What’s on your tablet? is a regular series of posts about how WorkSmart readers use their tablets. You can take part too – just fill in the survey.
#What’s on your tablet, Matt China?

Monday, 31 March, 2014

Where does the talent lie?

talentI was working once for a pretty big organisation, who wanted to start a blog. This was about ten years ago, so for a lot of people blogging was kind of new.

Despite the fact that I was working there, and had been blogging for a while, and actually had a bit of a reputation (admittedly outside the organisation), the decision was made to pay a communications consultant to come in and set the blog up, write the posts and so on.

The money spent on this project could have been saved by getting me to do it. It also might have been done better by me. It certainly would have cheered me up to be doing something I found genuinely exciting and engaging as part of my day job.

How many times does this happen in your organisation? The problem is that nobody knows what anyone knows. People finder tools on the intranet rarely tell you what skills and interests people have. You just know their job title and which team they work in.

There are lots of ways around this problem, but here are two.

First, have a more networky way of finding people in the organisation. Get people talking about their interests and passions, and to list the stuff they are good at. That will surface talents and skills you never knew your people had.

Second, when you need help with something, ask for it. Have a way of communicating across the whole organisation to say (to use my example above) “we want to start a blog, who can help?”.

So often a new project is handed to a manager to run, who then looks for someone in their but of the org chart to deliver it, regardless of whether they have the attributes to do it well or not. Easier, surely, to broadcast a request throughout the organisation to identify the best person for the job?

#Where does the talent lie?

Hipchat – neat group instant messaging app

Hipchat looks a neat tool for those teams with remote workers in particular.

Group chat is a fantastic tool for a distributed team because of its persistence. You keep your chat window open all the time, dropping in and out when required. It reminds you that you’re part of a team and that there are people out there you can chat to when you need to.

Hipchat seems a really nice implementation of this idea. It’s web based but also has desktop and mobile apps for all the major platforms.

Key features include a searchable archive of conversations, secure access, file sharing and the ability to spin up quick video chats when required.

What’s really nice is that is it free for teams of up to five – meaningful that for a small group, it’s perfect.

Here’s a video that explains more.

[youtube=http://www.youtube.com/watch?v=8mKivE8WqI4&w=560&h=315]

#Hipchat – neat group instant messaging app

Making remote work work

SONY DSCA key part of working smarter is the idea of flexible or remote working. One neat way of describing it is that work isn’t a place you go to, it’s what you do.

There’s a lot of misunderstanding though about this concept, with it often being seen as a perk for an individual employee, say, rather than an organisational approach to work and how it should be done.

Here’s some success factors in making remote work succeed on your team.

Right location for the right work

Remote working doesn’t automatically mean home working. It means going to the right place for the particular work that is being undertaken.

Potential locations include:

  • Home
  • Cafes
  • Libraries
  • Co-working spaces
  • Other people’s offices
  • Your office

What’s more, a remote worker doesn’t just work in one of these locations but should use a range of them depending on what they are trying to achieve.

No single comms channel

Don’t pick one channel for communicating amongst remote workers. Again, as with work locations, it depends.

Some of the options include:

  • Instant messaging
  • Email
  • Group chat
  • Status updates
  • Collaborative editing
  • Video chat
  • The phone

The temptation is often to try and pick a single winner (and losers) for communications in a team. We’ll do everything through Yammer! Never use email – it sucks!

There are a range of variables that will affect which channel you might use for a particular comms task but the most important are: what are you trying to achieve; and what are your colleagues most comfortable with?

It’s always good to have a range of options available that everyone is familiar with so that no matter what the task is, you’ll have the tools to do the job to hand.

Keep communicating

In an office environment, it could be argued that over communicating is possible. Not so for a team that works remotely.

Part of the point of remote working of course is to escape the hustle and bustle of a busy office. In which case, an individual worker could just step back, switch off, and find a quiet space to concentrate in.

The rest of the time though, it ought to be possible to get hold of people individually or as part of a group. So find a way of doing group chat and encourage people to be present in it most of the time. Or ensure there is a way of privately instant messaging individuals to quickly check on the status of an action or project.

This means it’s important not to get into the habit of thinking that as someone is working outside the office, they shouldn’t be disturbed. In fact, because they aren’t physically present, disturb them more!

Meet up

Remote work really doesn’t mean never actually meeting your colleagues. What it does mean is that these get togethers become even more important to get right.

This means not meeting up for the sake of it, but ensuring you have some objectives for a get together. So, only meet when there is a need to, and not just because it hasn’t happened for a month.

Consider having a project for a meetup, with a specific deliverable to come out of it. Having everyone in the same room might not happen often, so consider whether it’s possible to run a micro project in that time.

Whole team or organisation approach – everyone adapts

Remote working only works when everyone buys into it – even (especially!) those who don’t work remotely themselves.

The important parts to remember are:

  • Remote work is not a privilege for an individual, it’s a better way of getting work done for the whole team
  • Remote work is not just home working, it’s finding the best place for an activity to happen, which could be any one of a number of locations
  • Remote work requires a shift in focus on measuring performance by qualitative outcomes and not quantitative outputs or time spent in the office

Without this wider development of working culture and acceptance of remote working and what it means for an organisation, it will always be seen as a bolt on, and many of the opportunities it presents will be missed out on.

What do you think? What are your experiences of remote working, and what helps and hinders its success?

#Making remote work work

Friday, 28 March, 2014

Five for Friday – 28 March 2014

linksFive for Friday is WorkSmart’s weekly roundup of interesting stuff from the week’s reading.

  1. Your wiki is a dump
  2. Mixing the unconference format into a traditional conference
  3. Why Companies Fail To Engage Today’s Workforce: The Overwhelmed Employee
  4. The Responsive Organization
  5. Leanership: a new way of work
Did you know that WorkSmart has a Pinterest board where loads of cool stuff is shared?

We also now have a LinkyDink group which will automatically email you links to read everyday!

#Five for Friday – 28 March 2014

Thursday, 27 March, 2014

Fixing email : inbox zero

merlinmannSo I posed a fair few questions in my last post about email. How about some solutions?

Here’s one – inbox zero.

Inbox zero is… what? A methodology? A process? A mindset? Who knows. What we do know is that it is the brainchild of Merlin Mann, a productivity expert from the US.

Here’s the skinny:

  • Email’s just a medium
  • One place for anything
  • Process to zero
  • Convert to actions

Here’s the video from a few years ago whee Mann discussed the topic in detail.

[youtube=http://www.youtube.com/watch?v=z9UjeTMb3Yk&w=420&h=315]

If you don’t have time to watch that, here’s the quick version:

For every email you read, you should do one of the following things: delete it forever, archive it for reference, delegate it to someone else, respond immediately, or turn it into an action that you will execute at a later time or date.

In other words, move emails on fast. Get them out of your inbox and into the trash, in your archive, forward it on, reply, or make it an action.

People often make emails into actionable items by leaving them in their inbox, but this is bad. Instead, create a task in your todo list and then delete or archive the email. At the very least, have a folder in your email system called ‘Actions’ and drop it into there.

The keys to inbox zero are: first, that you recognise that actually you only receive a handful of emails every day that are worth more than a very cursory amount of your time. Second, your email software is good for receiving and sending email and that’s it. Third, get those worthwhile emails out of your inbox and into a more appropriate tool as quick as you can.

Have you tried inbox zero? How did you get on?

#Fixing email : inbox zero

Wednesday, 26 March, 2014

Should every member of staff do a stint in customer service?

customer-serviceI’m loving Scott Berkun‘s The Year Without Pants – an account of the time he spent in startup land working with Automattic, the company behind WordPress.com.

I’m going to do a full write up at some point, but some bits of the book are so good I can’t wait to share them.

Here’s one. Every new hire at Automattic spends time working in customer service, answering user questions and queries and solving their problems. No matter what their position in the company – everyone has to do it.

The reasons are clear. It helps that new starter understand the customer’s needs above everything else – what their pain points are, what they are trying to achieve and so on.

It is also the best way to learn about how any kind of system or process works, by hearing from those who are using it every day, and running into problems. Fixing those problems is a fantastic way to learn how something works.

So perhaps this is something other organisations could take up? Perhaps when a new chief executive takes over at a local authority, they should spend a week or two on the phones at the customer contact centre, learning directly from the people who depend on the services provided by the organisation.

What do you think?

#Should every member of staff do a stint in customer service?

Tuesday, 25 March, 2014

Why email often sucks

inboxOf all the systems we use at work, we probably spend more time in our email than anything else. I’d honestly say that at least 50% of my work is spent reading and responding to email. I’d wager that for some of you that percentage is even higher.

So, we spend a lot of time emailing, and this depresses people. Reading and writing email doesn’t feel like proper work – it ought to be a tool to let us do our work!

So why does email suck so much?

1) There is too much of it

This can’t be put down to just filter failure. There is too much email. The curse of the carbon copy is part of the issue here – for a number of reasons many people feel the need to copy all and sundry in on emails – often as a way to cover their own backs.

At the same time, most people working in big organisations have tiny mailboxes available to them. Regular users of services like Google Apps, with its vast 40GB mailbox size might be surprised to learn that some people in big organisations are only able to store 10MB of email at any one time.

The constant mithering about deleting email and reducing inbox size doesn’t help and only adds to the frustration.

2) People use it to do the wrong things

Here are a few examples:

  • Sending a short note to just one person? Maybe it would be better to send an instant message.
  • Can you see the person you’re emailing? If so, why not go and talk to them instead?
  • Sending a file round to lots of people to have a look at? Maybe it would be better to use a file sharing service like Dropbox.
  • Emailing a bunch of people to arrange a meeting? Maybe a scheduler like Doodle would be more effective.
  • Keeping an email because it has an important file attached to it? Save that file somewhere accessible where you can easily find it again
  • Emailing a group to have a discussion about a topic? Why not use a system that properly threads a conversation, so it’s much easier to see who is saying what to whom?
  • Hanging onto an email to remind you to do something? Use a task manager instead

…etc

3) Email software is often a bit rubbish

Big corporate email systems often don’t work terribly well, and sometimes encourage bad email behaviour.

One of the major problems is with search – hunting down a particular email is often very difficult. How many times have you seen an email covering previously agreed ground, because the email in which the original decision chain appeared in can’t be found?

A lot of modern email applications are seriously complicated too. Outlook for example has its fans as well as detractors, but nobody could suggest it features an uncluttered interface.

Given how much time we spend in these applications, it’s a real problem that they aren’t that bit more intuitive to use.

4) Lack of context

Once you get past one or two replies to a conversation, email conversations lose their thread pretty quickly, especially when different people get added halfway through.

One of the innovations in the last few years to help tackle this problem is conversation threading, where all the messages relating to a specific thread are kept together. However this is usually implemented – as far as I can see – using the subject line as the key for the thread, which means that unrelated emails that use the same subject line get caught up in the net.

Also – how many people do you know who just hit reply to an irrelevant email to send one on another topic, without bothering to edit the subject line?

5) Vague etiquette

While nobody would ever admit to not knowing how to use email, there are some vague areas where it’s pretty hard to be sure what you should do.

How about:

  • if you are cc’d (or even bcc’d) on an email, does that mean you should reply, or are you included just for info?
  • Is top posting allowed these days, or ought every reply be inline?
  • Is it acceptable for someone replying to an email to add people to the distribution, or even take them off?
  • When should you reply all, and when not?

Fundamentally…

…there’s nothing wrong with email itself. It remains a tremendously helpful way of sending information from one place to another in a speedy way, where an instant response isn’t required.

Often it is just poorly used, and that’s probably because the right tools for the job just aren’t available. More on that in another post.

#Why email often sucks

Congratulations to Sarah Hammond!

shammondWell done to Sarah Hammond, the WorkSmart member who has won our draw. Her prize, if you remember, is a copy of Scott Berkun‘s The Myths of Innovation.

Sarah works at the British Library and you can find her on Twitter as @schammond.

I will be doing my best to pester her for a review of the book once she has finished reading it!

Remember – you can still sign up for membership for the site, which gets you our email newsletter, other member only content and discounts on our upcoming events and services. More on that soon.

Congratulations again to Sarah!

#Congratulations to Sarah Hammond!