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????漢森提出的第三個(gè)建議是,，爭(zhēng)取拉攏更多的同事加入這項(xiàng)事業(yè)?！皟H僅一兩個(gè)人嘗試遠(yuǎn)程辦公,，是注定要失敗的，因?yàn)檫@一兩個(gè)人將與團(tuán)隊(duì)嚴(yán)重分離,，”他說(shuō),。“一個(gè)更好的辦法是,，讓團(tuán)隊(duì)成員在某些時(shí)候全部遠(yuǎn)程辦公,，讓每個(gè)人都有機(jī)會(huì)體驗(yàn)這種工作方式，這樣就不會(huì)有人成為那個(gè)總是占據(jù)公司會(huì)議線路的‘離群索居者’,?！彼a(bǔ)充說(shuō)，在一些公司,，團(tuán)隊(duì)或部門(mén)開(kāi)始實(shí)行“周三在家工作”制度,，這樣每個(gè)人每周至少可以有一個(gè)不受干擾的工作日。

????最難反駁的觀點(diǎn)是,，“如果我看不見(jiàn)你,，我怎么知道你在工作呢？”漢森說(shuō),?！斑@反映出一種根深蒂固的恐懼感——老板害怕失去他對(duì)公司的掌控力。反駁這種觀點(diǎn),，需要你放慢腳步,，從小處著手——‘我周二在家工作，您瞧瞧，我已經(jīng)出色地完成了這么多工作’——然后逐漸增加你遠(yuǎn)程辦公的時(shí)間,?！?/p>

????漢森說(shuō)，在他供職的芝加哥協(xié)同軟件制造商37signals公司,，大部分員工都采用遠(yuǎn)程辦公的工作方式,。“我們的最大問(wèn)題不是在家工作的員工故意磨洋工,，而是他們過(guò)于操勞了,。他們的心智進(jìn)入了一種流暢狀態(tài)，一刻不停歇地忘我工作,。有時(shí)候,，為了防止他們最終精疲力竭，你還必須保護(hù)自己的員工,，堅(jiān)決要求他們休息一段時(shí)間,。”當(dāng)然,，除非親眼所見(jiàn),，你的老板或許不相信天底下還有這樣的事情。

????期待你的反饋：你有沒(méi)有說(shuō)服一位持懷疑態(tài)度的老板允許你遠(yuǎn)程辦公,？你是怎樣做的,？請(qǐng)?jiān)诒疚南路搅粞浴＃ㄘ?cái)富中文網(wǎng)）

????譯者：葉寒

????And third, Hansson suggests enlisting more of your colleagues to the cause. "Trying out telecommuting with just one or two people is doomed to fail, because that one person, or two people, will become too isolated from the group," he says. "A better way is to have all the people on your team work remotely some of the time, so everyone gets a taste of it, and no one is the 'odd man out' who's always calling in on the conference line at meetings." At some companies, he adds, teams or departments start with "work-at-home Wednesdays," so everyone gets at least one distraction-free day per week.

????The hardest argument to counter is, "If I can't see you, how do I know you're working?" Says Hansson, "It reflects a deep-seated fear of losing control. Fighting that requires that you go slowly and start small -- 'I worked from home on Tuesday and look at all the great stuff I got done' -- and then gradually increase the amount of time you telecommute."

????Hansson says that at his company, Chicago-based collaboration software maker 37signals, where most of the staff works remotely, "the biggest problem we have had is not people goofing off while working at home, but people overworking. They get into a state of flow and just keep going. Sometimes, to keep them from eventually burning out, you have to protect employees from themselves and insist that they take some time off." But of course, your boss may have to see that to believe it.

????Talkback: Have you ever convinced a skeptical boss to allow telecommuting? How did you do it? Leave a comment below.