Th e Ha b i t M a g a z i n e Issue #04 | New Ways of Working
t he new way of wor k i ng: does i t ex i s T?
'Sta r t fr om a r ea lly good stor yline & da r e to cha llenge the status quo'" - Sa r a h Cher if
"No Marissa Mayer wasn't wrong, she was just misunderstood. She actually put NWoW into practice!"Henny Van Egmond
I t's a process, not a project! - Gerard Dessing
po w er ed b y
Awor d fr om Sa r a h CHERIF
Cr ea t o r o f CUTESo l u t io n s Hav e a s cr ol l !
Co n t en t 5
Habit AHA
6
The Sm ar t er Wor ker
7
What 's Your NWoW Type?
9
Habit Talks
13
To NWoW or Not To NWoW?
19
New Ways of Lear ning
23
Wor d Por n
26
Habit Pr oject
31
Habit Event
34
NWoW Habit s
36
Habit Tools
37
NWoW I nspirat ion Galler y
38
CUTE of f ice goes NWoW
40
Let 's have som e f un!
ex cus e me! i 'm l ook i ng f or a uni cor n. . . [y oo- ni - k awr n]
So it all started with Microsoft in 2005. They stated that NWoW is a different way of working and collaboration supported by the latest technology. But after a while, every company that adapted NWoW gave their own, slightly adjusted definition of this 'new way of working'... !
So, i t 's a s cam? No, it just looks like there isn't only 1 new way of working, but that you can define it to your own taste & company... Once you ask the 'old way' of working into question, you start building a new, personalized way of working!
But how do I k now i f I am wor k i ng ol d or new? There is a way to know if you work in an NWoW environment or not...We searched, and found the basic building blocks that DAM N IT.company! OK, BUT ITthem EXISTED make an NWoW Check out. --> ONE DAY? Are you working NWoW or not?
HABIT AHA THE NEW WAY OF WORKI NG DOESN'T EXI ST!
Ti me & Pl ace I ndependend Wor k i ng Focus on r es ul t s
Fr ee acces s t o i nf or mat i on
Fl ex i bl e Wor k i ng Rel at i ons
Ti ps & t o o l s f o r t h e sm a r t er w o r k i n g pr o f essi o n a l Act i v i t y Bas ed Wor k i ng
r at e y our wor k pl ace!
One thing every NWoW'er is doing, is activity-based working: a workplace strategy in which people vary their workplace according to the nature of their work. But even if you have the opportunity to work elsewhere, the question stays: when, where, and how do you work best? We asked Philip Vanhoutte ('smarter worker professional', in a previous life senior VP & managing director at Plantronix & co-author of the book ?The smarter working manifesto?) his TOP tips for the smarter working professionals!
Is your working space working? Do a L eesman-sur vey to find out! Leesman helps organizations understand how their employees work and how well their spaces support productivity. It?s a great tool in preparing your organization to go NWoW!
cr eat e y our wor k pl ace! Once you know your needs, use buzzispace to bring silence & style to your new office!
enhance y our s ucces s ! Enhance the success of the distributed leader & teams in your organization with ?wor kevohlution?: specialized in assessments & consulting on ?distributed work?.
i ns t al l new habi t s ! Install new habits to create NWoW behaviors in your new environment! Click here for some habit-inspiration.
Are you often tired? Do you feel like you?re constantly trying to keep up with work, your personal life, and yourself? Do you contemplate switching careers to circus artist because you?re a pro at keeping different balls in the air? It sounds like a cheap ad for vitamin supplements, but for most of us, it?s- at least at some point in our lives- painfully recognizable. Brenda Lautsch and Ellen Kossek address this issue in their book ?CEO of Me: creating a life that works in the flexible job age?. The main idea is that you should be the CEO of your own life: you should (and can) or ganize your life in such a way that you can make flexibility wor k to your advantage, instead of against you. The solution to this is not a one-size-fits all: people differ in their flexstyles. A flexstyle describes how you prefer to divide your time between work and your personal life. In general, we can distinguish three main flexstyles...
what 's y our nwow t y pe? Rev i ew b y Ev a - CUTE c o n su l t a n t
I ntegr ator s: These people blend personal life and work, both in time and space. These are the people who take personal calls during office hours, but then continue their work after they put the children to bed. They can work in front of the tv or for example in the living room while their partner is in the room- without compromising the quality of their work. Separ ator s: These are the people who prefer to have strict barriers between work and personal life. They really don?t like to take work outside of their working hours, but also don?t read personal mail or check Facebook during the time they focus on work. When separators work from home, they prefer to work in an separate room (with a physical barrier like a door to separate them from their house mates and personal living spaces). Volleyer s: These people switch between the two previous styles. They sometimes prefer to mix work and personal life (for example, during the most busy period of the year), to then install a tight barrier again at other times.
ceo of me
Whi ch s t y l e i s t he heal t hi es t ? Well, that actually was a bit of a trick question. You can be happy or unhappy in either of the three styles. The essential take-away is that you will be both happy and more productive when you invest your time and energy in the aspects of your life that you value the most. That means that people who work long hours at the office are not necessarily unhappy: it might be that they simply value their career more than their personal life.
Now do t he anal y s i s y our s el f ! STEP 1: Draw a pie chart and make a division of all the things that are important to you: work, your family, hobbies, ? STEP 2:Now draw a second pie chart next to the first, and make the division again, this time according to how you divide your time in reality. STEP 3: Be totally honest! Are there large differences between the two charts? Adjust your balance if necessary!
Ha b i t Ta l k s We talked with NWoW expert 'Henny van Egmond' on the 'dark side' of the new way of working. Is it working for everyone ? Or are we moving back to 'old ways of working'?
henny ? who t he bl eep i s henny ? What he was . . . Program & change manager for Rabo Unplugged (= NWoW project for Rabobank NL)
What he i s . . . NWoW adivsor & consultant for large companies that are changing into an NWoW environment. (Check his website!)
Why we l ov e hi m He confronts the big guys & their business politics while he searches for an NWoW vision that suits a certain company. Oh, and he keeps his deadlines. Always nice to work with someone who does...
I s ?t he new way of wor k i ng act ual l y wor k i ng accor di ng t o y ou? Or ar e we mov i ng back agai n t o ?ol der , mor e t r adi t i onal way s of wor k i ng? Yes, there are organizations that are quite successful and have actually become even more successful after introducing the new way of working. The main requirement however is that there is a true change happening and you dare to question the status quo at three levels: - Or ganizational level: the beliefs and the context (like accommodation, procedures and rules). - Team level: the current agreements and way of working together . - I ndividual level: your usual way of working and your current habits.
Hen n y Va n Eg m o n d , NWo W ex per t
"No Marissa Mayer wasn't wrong, she was just misunderstood. She actually put NWoW into practice!" -Quote Henny
Mar i s s a May er banned wor k i ng f r om home at Yahoo. Af t er r ecei v i ng t ons of cr i t i ci s m, Yahoo now s ay s t hat t hi ngs ar e wor k i ng out j us t as pl anned: engagement & pr oduct i v i t y ar e up. What ar e y our t hought s on t hat as an NWoW ex per t ? What Marissa Mayer did is just one big misunderstanding. She decided that 200 of the 12.000 employees were not allowed to work at home any longer. Why? Well, these 200 people were responsible for innovation at Yahoo. And Mayer, coming from Google, one of the most innovative companies in the world, realized as no other that the chance at successful innovations is that much bigger when you put teams and people together. The TU at Delft even scientifically supported that. People who are j ointly solving complex matter s (like innovation) will wor k more effectively when they actually wor k together in the same physical environment. And that is what NWoW is about: match your working place with the kind of work you need to perform as much as possible.
Can ev er y one t hr i v e, an NWoW env i r onment ?
accor di ng t o y ou i n
Yes, but not naturally. A group of people will need some guidance in dr awing the line between wor k- and pr ivate life for example. Flexibility will otherwise lead to them continuously working. Others just feel like they need clear agreements on the minimum amount of time they see their colleagues, enabling them to share knowledge and exchange information.
What i s t he 1 t i p y ou woul d gi v e HR pr of es s i onal s who want t o i ns t al l NWoW i n t hei r or gani z at i on? Star t with the ?why?of this new way of wor king. The why is always the logical consequence of the company?s goals and is based on the activities they do. So if the working style is a logical consequence of the goals that are set, then change will become easy. What ar e y our TOP 3 habi t s y ou woul d r ecommend i n an NWoW wor k i ng env i r onment ? (f or i ndi v i dual s / t eams / ? ) 1. Take freedom and responsibility 2. Be result oriented 3. Work together
Th e sec r et o f c h a n g e i s t o f o c u s a l l o f y o u r en er g y , No t o n f i g h t i n g t h e o l d , b u t o n b u i l d i n g t h e n ew
TO NWOW OR NOT TO NWOW? You have to admit, it does sound kind of cool: a new way of working, where you have the freedom to work whenever and wherever you want. But what are the pro?s & con?s of this new way of working? So we looked in some research and asked around!
So m e NWo W f act s & f ig u r es
I 'm al l f or !
Nope, don't l i k e i t . . .
69% higher productivity
+- 33% of NWoW professionals feel less connected to their colleagues.
66% more fun at work 88% more freedom
Only 1/3th of the managers actually adjust their management style. 50% of employees say that the main reason for moving towards NWoW is cost cutting.
Ar e y ou ex per i enci ng t hes e r i s k s ? 1. Unbalanced wor k-life balance... One of the risks of NWoW is that people have the tendency of working too hard. In an NWoW environment there just isn't a perfect separation in 'work' & 'life'. Often this is a good thing, but some people have the tendency to keep working in the evenings, weekends, ... Definitely a risk to keep in mind!
2. M ore business, less connected
oh, ow, i t 's a r i s k y bus i nes s . . .
+- 33% of people working in an NWoW environment have the feeling that their work relations became more 'business-like', and 50% of NWoW'ers say that this new way of working didn't stimulate an open & transparent culture.
We wanted to know if the 'Shambho open office - workers' were experiencing these risks. So we just asked them & these are the results! How woul d y ou r at e y our wor k - l i f e bal ance?
i t 's ok , but not per f ect ! "With 2 small kids and wife who studies and has her own startup at the same time, it is difficult to put the time in that I really want to. After all, I love my family but I love my job as well ."
How woul d y ou r at e y our qual i t y of s oci al i nt er act i ons dur i ng t he wor k - day ?
pr et t y good!
"Due to different people with different interests it's interesting to conversate about daily things."
Ar e y ou ex per i enci ng t hes e pr o's ? A happy flow! Research shows that when you are feeling ?empowered?in your job, you will experience more flow at work. This positive feeling of flow (= the mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity.) will trigger happiness at work. At Microsoft, employee happiness went up from 5,5/10 to 8,3/10! So in theory, working in an NWoW environment boosts happiness & flow. Just note one striking fact about this: when empower ment at wor k is imposed top-down, this can have the opposite effect, and cause stress & anxiety! It's only when people actually experience more autonomy & a change in management style, that they report being more happy & 'in flow' at their job.
We wanted to know if the 'Shambho open office - workers' were experiencing more happiness than in a traditional working environment. Let's check out the results!
Do y ou ex per i ence f l ow when y ou ar e wor k i ng i n t he open of f i ce?
y es , mos t of t he t i me!
"I can work a lot better here than at home, where I am distracted all the time. An empty table, no clutter around me. Nice."
Ar e y ou f eel i ng mor e happy at wor k , t han i n a mor e t r adi t i onal wor k i ng env i r onment ? s t at e of opt i mal ex per i ence = f l ow
To NWo W o r n o t t o NWo W we as k ed engi e. . . . CUTESolutions helps the multinational electricity company 'Engie' develop new NWoW habits for their ?dynamic at work?project. Their focus: flexibility, autonomy, innovation, co-creation & working together. We trained them in new NWoW habits & we asked some of the managers their view on NWoW & working together with their team in this new environment. These are the results? y es = put y our hands up i n t he ai r ! woul d y ou wor k any di f f er ent i f y ou had z er o s uper v i s i on? The results? Most of them would work slightly different. Book tip on changing your wor king environment: Why work sucks, and how to fix it do y ou t hi nk y ou wi l l t hr i v e mor e i n an nwow env i r onment ? The results? Everybody thinks so! Book tip if you want to up your game: Peak - Secrets From the New Science of Expertise i s i t r eal i s t i c t o manage y our empl oy ees i n an nwow env i r onment ? The results? They feel like their employees aren't ready for this. Book tip if you want to give your team more autonomy & responsibility: Extreme Ownership do y ou wor k har der at home t han when y ou ar e at t he of f i ce? The results? Some of them do, but most of them don't. Book tip on wor king from a distance: Remote: - Office Not Required
n ew w ay s o f w o r k in g n ew w ay s o f l ea r n i n g ?
i t 's hi p, i t 's her e
b u t i s i t h er e t o st ay ? Does a new way of working need a new way of learning? Anneleen (= content manager at CUTESolutions) went to the ?Learning Tech Day?with this intriguing question in the back of her mind...
Overall I definitely feel that ?learning? is a concept that is hard to grasp. On the one hand, we really don?t have a choice on how we are learning, because in the end it?s a combination of complex and age-old processes in our brain, driven by evolutionary biology. But on the other hand, I think that the way we will learn in the future, will change dramatically on 4 levels:
? wh a t y a s
1. per s onal i z ed l ear ni ng The first big trend is that organizations are actually learning more about ?the learner?. Companies are building data on how we learn, and are personalizing learning tracks. Right now this iss tdone on a svery r ange t uf basic f . . .level, but in the future, learning will become less ?linear? in design. People will have complete individualized training tracks, that are totally adjusted to their needs in their business as usual. Every individual will learn at their own pace, have more autonomy on what and how they are learning, and only "You ca n't esca pe it, experiment with exercises they truly need at this embr a ce it!" momentso in time.
s o what di d y ou f i nd out ?
hi new wor l d! 3. emer s i v e l ear ni ng Learning will be more ?in the moment?. Training will almost be ?hidden? in your day to day environment. For example: a new colleague doesn?t know a certain program you are working with. Instead of following an intense training program on this (from which she will forget more than Anneleen, Content Manager 50%, and really, she doesn?t need to know all thes options this ome ofpeopl tool? ), she just has artificial 2. Fr om Tr ai ni ng t o intelligence on her computer that Faci l i t at i ng shows her what to do when she is Classical trainings won?t exist getting stuck. anymore. These trainings will be ?morphed into? facilitating moments & get-togethers. 4. Cr eat i ng Communi t i es People will gather to share We are evolving towards a ?social their experiences, tips & best age?and the learning will transform practices. This will all be as well from ?formal? to ?social supported by state of the art learning?. Communities will pop up stechnology ome peopl elike t o googl e ?artificial with a shared purpose and shared intelligence? & ? virtual reality? . Donald Clark values. In those communities there won?t be strict rules or control. Julian Stodd
e t o googl e
THE GOLDI LOCKS RULE WORD PORN
I want t o mas t er a s k i l l j us t bey ond my cur r ent hor i z on!
Human beings love challenges, but only if they are within the optimal zone of difficulty. management t i p! One of the key components of an NWoW environment, is focusing on results! Just make sure you keep the Goldilocks rule in the back of your mind when delegating or discussing objectives: Tasks or responsibilities that are significantly below the current abilities of a team member = bor i ng! Tasks or responsibilities that are significantly beyond the current abilities = di s cour agi ng! Tasks or responsibilities that aren't too easy, nor too hard = mot i v at i ng!
?One of the important sources of human happiness is working on tasks at a suitable level of difficulty, neither too hard nor too easy.? - Quote psychologist Gilbert Brim
s ome habi t i ns pi r at i on!
Res ul t - or i ent ed wor k i ng. . . Euhms
1. Manage t he 'what ' & t he 'why ', but l et go of t he 'how'. Give your team more freedom & responsibilities by not treating them as little children. Most of them have children on their own, so they really don't need your input all the time! So what to do? 1) State a problem, 2) Clarify your expectations on the solution (without suggesting one!), 3) Let go, 4) Check afterwards if their solution meets your stated criteria.
2. s et obj ect i v es wi t hout number s ! Discuss objectives, but don't use any arbitrary KPI's. Really, nobody gets that motivated by them... What do you want to achieve? That's the real goal behind the number! Your team needs to know why they have to accomplish something, in order to get excited!
3. dar e t o be a r ol e model ! Don't follow the 'old ways of working' just because it's tradition... You're a manager, not a fossil. Translate your input-oriented goals into output-oriented ones, be honest with your team about the required results, give freedom once the expectations are clarified, ...
mor e i nt er es t i ng s t uf f comi ng up! but f i r s t . . . do us a f av our and s ubs cr i be t o our habi t magaz i ne!
Ha b i t Pr o j ec t 'Ant wer p Pol i ce'
what 's t he pr ogr am about ? A program in order to 1) inspire the top of the organization on NWoW, 2) Align the expectations regarding the expected behavioral changes. (We worked together with NWoW expert Henny Van Egmond -> click here for an interview with him!)
appr oach
day 1
1 day of company visits in various NWoW organizations (Sanoma, MLOZ, Gemeente Den Bosch, Eneco )
day 2 'Millions of NWoW hits on google? After two intensive days of working together we definitely know what NWoW is for 'Politie Antwerpen'... -Quote Serge Muyters
1 day alignment workshop with excom to formulate & discuss the NWoW vision of 'Politie Antwerpen'.
In t er v iew w it h Sa r a h (One of the facilitators in this habit project)
Why di d y ou choos e t o bus i nes s v i s i t s wi t h LPA?
go
on
NWoW
The project team, consisting of a small group of people at LPA that initiated this NWoW exercise, had been putting a lot of thought, education and time investment themselves about learning more about NWoW and how other organizations apply it. They had read literature on the topic, visited companies that applied NWoW, followed the NWoW MasterClass with Henny Van Egmond,? So, we had a small group within the team that was convinced about the transformative power of NWoW and of course we as a L& D provider are too, but the challenge was how to align the whole team. And t hen i t i s al ways i mpor t ant t o keep i n mi nd, t hat i t ?s ver y di f f i cul t t o convi nce peopl e of an exper i ence you had but t hey di dn?t .
?A mind that is stretched by a new experience can never go back to its old dimensions.? - Oliver Wendell Holmes I think about this quote a lot when designing training programs! And business visits are a much more effective way to provide people with a new experience than just by talking about it in a meeting room. Di d y ou achi ev e a mi nds et - s wi t ch af t er onl y 2 day s ? & I f y es , How di d y ou do t hi s ?
2. Ask the right questions. Get people to observe, reflect and challenge themselves by asking them the right questions upfront. So, already before the visits, you are influencing their mindset and helping them to see things they maybe otherwise wouldn't pay attention to during the visits.
3. Yes, we definitely did. I think various factors helped here:
1. Get the right people in the companies that you visit to share their experiences. People need to hear from the CFO for example that NWoW had a positive impact on the bottom line, they need to hear from the HR director that NWoW positively impacted employee engagement and so on.
Create in-depth dialogue. Achieving real dialogue, is about not avoiding the sensitive issues. And I promise you, there are many! Difficult questions are questions like: Do the directors still automatically get their own big office? Does overtime still get paid? Do they get the VIP parking spaces although they are empty quite often? Why are you introducing NWoW in the first place? Do you believe your organization can handle less control?
H
ow di d y ou al i gn t he v ar i ous ex pect at i ons r egar di ng an NWoW behav i our al change? Upfront, our NWoW consultant Henny Van Egmond, held individual interviews within the organization, analyzed all their own strategic inputs and also we introduced the basic behavioural framework for NWoW. We introduced concepts such as: activity-based working, time and place independent working, autonomy and responsibility, steering on results not inputs and connectivity. During the 2-day program, we used a tool called Primoforum to manage the group discussions. This tool allowed us to cover a lot of different issues and challenges, have people vote and prioritize them.
How t o mot i v at e t he mos t cr i t i cal peopl e & be open mi nded t owar ds a di f f er ent way of wor k i ng? Of course this is still a work in progress. Critical thinking is necessary in such a cultural change, the critical people help anticipate hurdles and difficulties that will inevitably rise. So key is to help a management team have a real dialogue and keep the dialogue going, even when sensitive, political and challenging topics are raised. If you can't take the heat, this exercise isn't for you! What i s accor di ng t o y ou t he mos t cr uci al s ucces s - f act or when y ou ar e hav i ng NWoW t al k s on t he hi ghes t l ev el of t he or gani z at i on? Wow, good and difficult question. I would say, start from a really good storyline and business case and dare to challenge the status quo.
Without that focus on the ?Why', you?re lost. And then challenge the status quo, because NWoW is not an abstract exercise, you?re not signing up for a program another company designed for you. You?re thinking about the challenges of your own organization and ways to fix current workarounds that make your organization less agile and productive. So keep the conversation real.
'Sta r t fr om a r ea lly good stor yline & da r e to cha llenge the status quo' -Quote Sarah
s t ar t wi t h t he
w hy
h a b i t ev en t nwow congr es Do you want to know more about NWoW? Only one pl ace t o be! The 'Over Het Nieuwe Werken' - congress in Veenendaal. Sarah & Bram Doolaege are regular speakers on the congres; last year we talked about NWoW habits, this year the theme is 'responsiblity, trust & change'. We talked to Gerard Dessing, one of the organizers of the event, and asked him some curious NWoW questions...
The ?OHNW?congr es s i s or gani z ed on a y ear l y bas i s . Do y ou f eel t hat t her e i s a di f f er ence i n mi nds et r egar di ng NWoW now v s a coupl e of y ear s ago?
When we just got started with the congress, most people came to find out what NWoW actually was and how it works. I would say most know by now. Today people are drawn to it because they want to hear about experiences from other companies that already got started with NWoW and what the pitfalls are.
In this article, Henny van Egmond explains in a few steps how to get to a successful NWoW change: St Ep 1 Get star ted r ight (make sure you have a change story and explain the ?why?of the change) St ep 2 It is a process, not a project! g er a r d d essi n g , o r g a n i z er o h n w c o n g r es
"Just be honest if it r ea lly is just a bout cost cutting."
St ep 3 Activate your networ k.
What i s t he nr 1 NWoW ques t i on St ep 4 Challenge and facilitate. t hat peopl e who go t o t he St ep 5 Communicate! ?OHNW? congr es s as k t he mos t ? And what i s t he ans wer t o t hat ques t i on? Do y ou hav e t he f eel i ng Most people who visit the ?OHNW? congress t hat NWoW i s al r eady a or wi l l it are looking for an answer to the following r eal i t y , be a wor k in question: ?How do I mobilize people to star t al way s pr ogr es s ? wor king differently??. You can arrange practically everything from infrastructure, There is no such thing as 1 ?NWoW?, furniture and all other means but it is up to the it is tailor work for every people themselves (not only the employees organisation. In more and more but also the managers) to get up and do it. companies, the ?NWoW? is already a Changing habits, breaking patterns, giving reality but there is a fair amount more trust, giving people the freedom to where they still have to get started or decide where they will work etc. ? it?s a real even start giving shape to it. Which people?s job. is normal, because a cultural change can?t be realized just like that. It is often a work in progress.
-Quote Gerard Dessing
You hav e f ol l owed doz ens of wor k s hops on nwow y our s el f . What i s y our TOP 3 of i nt er es t i ng poi nt s of v i ews (r egar di ng NWoW) y ou hear d dur i ng t he v ar i ous wor k s hops ?
mos t
1 Pay special attention to the fact that it involves many changes, that is a big part of the challenge. 2 When the real reason for going ahead with the NWoW finds its cause in budget cuts (less square meters) just be upfront about it and don?t sugarcoat it. 3 Get the higher echelon to participate (role models), otherwise you are set up for failure.
When wi l l t he nex t ?OHNW? congr es s be or gani z ed? The next OHNW-congress will be on December the 8th at Veenendaal. Check the program at www.ohnw.nl/congres.
r es pons i bi l i t y
f r eedom
1
us e t he 98% r ul e when y ou want t o check i f s omebody i s r eal l y wor k i ng. . . Yes, some people can't resist to keep calling , or constantly send e-mails when working from a distance. But j ust keep in mind that 98% of your colleagues is tr ust-wor thy & wants to do a good j ob, before you continue your stalking...
1
s hoot t he bear s
Help your colleagues with making progress in their work. Eliminate as many obstacles as you can, in or der to let them achieve their goals faster. Put the 'progress principle' into practice!
2
2
Just behave like you would do on a nor mal wor king day, and be explicit when you deviate from your nor mal wor king patter n. For example: keep a colleague in the loop when you are not available, keep your colleagues up to date on various projects, ...
Aks yourself the following questions before you start a task: 1) What do I really want/need to accomplish? 2) What are my resources to accomplish this? When you ask yourself these kinds of questions you start thinking in terms of outcome/responsibilities. Focus on the outcome fir st, and the to do's later.
be pr edi ct abl e when y ou ar e wor k i ng f r om home
3
be ex pl i ci t communi cat e
i n t he way y ou l i k e t o
f ocus on t he r es ul t s i ns t ead of do's . . .
3
y our t o
s t op t he wai t i ng!
Talk to your colleagues about it! Just tell them what kind of communication tools you like to use when wor king from home. For example: call me for something urgent, mail me for updates, skype me for meetings, ...
Take 1 new initiative on a daily basis! For example: propose something new during a meeting, take the lead on a project, suggest solutions for certain issues, ...
habi t s t o l et go & t r us t
habi t s t o s how r es pons i bi l i t y
FREE
wor k i ng f or m home habi t s cl i ck & t r y
nl FR
sl a c k Ex pl or e Sl ack when. . . You are in need of connecting with your team/customers/... from a distance.
a c t i v a t i o n st u d i o Ex pl or e t he i ns i ght s act i v at i on s t udi o when. . .
Ex pl or e when. . .
You want to stimulate knowledge /idea-sharing.
You want to teach digital software & certain business processes in a fun, cloudy way & adjusted to the individual.
So what i s i t ?
So what i s i t ?
It's a messaging app for teams.
It's a digital wall on a certain topic, on which everybody can post 'tiles' with questions, insights, ... regarding the topic.
"Slack is like a WhatsApp for business. We love to use it to follow up on the habits of our participants. It's a channel that's great for fun conversations, but you can also share all sorts of documents!" - Sarah, CEO CUTESolutions
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"It lets insights flow across the organization" - Annemiek Temming - Insight Head of Strategy, Insights
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So what i s i t ? It's a digital, gamified learning platform. It gives you some 'real time' challenges while you are working in a certain tool (for example: google spreadsheets), in order to learn 'on the job'.
"The embedded exercises allow users to improve their knowledge by doing and apply on the job."
HABIT TOOLS ar e y ou goi ng nwow? s ome t ool s t o l ook i nt o. . .
Matthias Nauwelaers Learning & Development Expert - TriFinance I nt er es t ed i n mor e 2. 0 t ool s ?
Check the 'Note to Self' podcast!
"Stea l like a n a r tist"
NWo W o f f i c e i n spi r a t i o n - g a l l er y
?We?ve become so sedentary that 30 minutes a day at the gym may not do enough to counteract the detrimental effects of eight, nine, or 10 hours of sitting,? says Genevieve Healy, Ph.D. & research fellow at the Cancer Prevention Research Centre
h i g h b l o o d pr essu r e, h i g h c h o l est er o l , a n d h i g h b l o o d su g a r nope, not f or us . . .
CUTE of f i ce goes NWoW COMI NG SOON?. . . t he wal k i ng des k ! Did you know that you can't eliminate the negative effects of sitting all day by going to the gym after wor king hour s? It's a scary thought, so our project & financial manager Sofie did a 'walking desk' try out. Afterwards, we had one question for her: i s i t pos s i bl e t o wor k and wal k at t he s ame t i me?
"b ec a u se si t t i n g i s t h e n ew sm o k i n g "
It?s a strange way of working, but I think we could get used to it. (Research shows that people do get used to it after a couple of weeks & that the quality of their performance on the treadmill rises after +- 20 weeks.) It?s great that you can adjust the desk in height, and that the treadmill doesn?t make any disturbing noise. One thing that bothered me was the noise of my own footsteps, but I guess I could j ust walk on it without any shoes in or der to not distur b the other cuties? Definitely something to consider at the CUTE office! To Be Continued?
CUTE of f i ce goes NWoW t he act i v i t y s i t t i ng pad - i t 's her e!
While we are still pondering on the walking desk, we did order some ?activity sitting pads?! This ?dynamic?pillow strengthens the muscles of the back and therefore relieves the spine. At least, that?s what they promise us in their leaflet. But are the cuties feeling any up or downsides after a few weeks of trial?
Because of my back pain my doctor advized me to buy a sissel pillow. And she?s right, it helps me to stay active while sitting at my desk all day. Thanks doc! Sof i e
I t forces you to stop slouching, although it is important you stay aware of you posture. I t takes some getting used to but I ?m sure it looks quite elegant already ;-) l i es bet h
I couldn?t tell if it was working or not, until I worked 1 day at home and felt back- & neck pain, so it definitely must be doing something good ;-) annel een
I have been having some hip pain lately and the cushion helped to avoid stressing the same pressure points. s ar ah
?I t feels like sitting on a waterbed at first, but it?s a great way to focus on my posture, both actively and passively.? ev a
k ey boar d k i t t y
l et 's h av e so m e f un !
l ov ed t hi s habi t magaz i ne? s oon t her e wi l l be mor e! s i gn up & don't mi s s out !
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