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????親愛的安妮：我領(lǐng)導(dǎo)的團(tuán)隊(duì)有12名品牌經(jīng)理，他們有人似乎讀過您的專欄文章,，其中提到如何說服不情愿的上司批準(zhǔn)下屬在家辦公,，因?yàn)槲易罱褪盏搅嗽S多這樣的請(qǐng)求。問題是,，其中有幾位提出要求的下屬在團(tuán)隊(duì)中的資歷最高,，但我認(rèn)為，他們并不適合獨(dú)自在家辦公,。反而是幾位新團(tuán)隊(duì)成員,，可以輕松完成這種轉(zhuǎn)變,。

????根據(jù)之前在一家公司遠(yuǎn)程辦公的經(jīng)驗(yàn)，我很清楚要想高效率地在家辦公,，一個(gè)人必須具備某些個(gè)性,。有的人具備這種個(gè)性，但有些人雖然在工作中表現(xiàn)突出,，卻不見得具備這樣的特質(zhì),。我該如何對(duì)某些團(tuán)隊(duì)成員說“不”，同時(shí)批準(zhǔn)其他人的申請(qǐng),，才能避免在團(tuán)隊(duì)中造成莫名其妙的緊張氣氛,？您或您的讀者有什么建議嗎？我曾向公司人力資源部門求助,，但他們只是看著我,，好像我有兩個(gè)腦袋一樣?！狟.B.

????親愛的B.B.：你說的對(duì),，并不是所有人都能在家把工作做好。有的人認(rèn)為他們最終可能會(huì)得上幽居病,。咨詢公司Vitesse Consulting的CEO薩尼?馬格斯基專門為其他公司設(shè)計(jì)遠(yuǎn)程辦公政策與具體做法,。之前，馬格斯基曾經(jīng)營一家有40多名員工的公司,，其中大多數(shù)遍布在美國的20多個(gè)州,，甚至國外。馬格斯基表示,，其中有一位員工“完全依靠跟同事的互動(dòng)獲得能量和自信?！弊鳛檫h(yuǎn)程辦公者,，“她非常懷念辦公室友情，以至于遠(yuǎn)程辦公最終讓她變得消沉,?！?/p>

????求職網(wǎng)站Telework Recruiting的負(fù)責(zé)人帕梅拉?拉?喬伊亞指出，如今,，“外向性格的人可以通過Facebook進(jìn)行各種日?；?dòng)，因?yàn)榇蠖鄶?shù)人在社交媒體上投入的時(shí)間要多于和同事面對(duì)面交流的時(shí)間,?！?/p>

????此外，獨(dú)自遠(yuǎn)程辦公需要具備一系列技巧,。拉?喬伊亞說：“其中最重要的技巧是,，你有沒有能力在沒有其他人參與的情況下做出決策,。有些人在沒有日常監(jiān)管的情況下感覺非常不舒服。他們需要這些額外的壓力,，才能做好工作,。”只不過,，只有等到這種壓力消失了,，他們才會(huì)意識(shí)到這一點(diǎn)而已。她補(bǔ)充說：“此外,，在家辦公的人尤其需要以結(jié)果為導(dǎo)向,。如果有鄰居或孩子試圖打斷你的思路，你必須能夠果斷地拒絕他們,。獨(dú)自工作需要有超常的專注能力,。要全身心投入工作當(dāng)中，幾乎相當(dāng)于一個(gè)人要具備創(chuàng)業(yè)者的思維,?！?/p>

????馬格斯基說：“最有效率的遠(yuǎn)程辦公者都做事主動(dòng)、井井有條,?！贝送猓皹酚谧龀龈淖兒徒邮苄录夹g(shù),，也會(huì)有所幫助,。在我之前的工作當(dāng)中，許多人并不愿意學(xué)習(xí)如何使用新工具,，比如協(xié)作軟件等,，這就很成問題?！?/p>

????馬格斯基認(rèn)為,，資歷與一個(gè)人是否適合遠(yuǎn)程辦公沒有關(guān)系。她認(rèn)為,，你并沒有毫不猶豫地就批準(zhǔn)所有的申請(qǐng),，這是正確的做法。她說：“管理者必須考慮每個(gè)人過往的記錄,。如果你觀察某個(gè)人在辦公室里的行為,，發(fā)現(xiàn)他需要一定的監(jiān)管，或者需要大量飲水機(jī)旁的社交,，或者他總是很難按時(shí)完成工作,，這時(shí)，鼓勵(lì)他們?cè)诩肄k公必將導(dǎo)致他們走向失敗——或者最后又不得不回到辦公室，這也非常尷尬,?！?/p>

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????Dear Annie:I lead a team of 12 brand managers, and some of them seem to have read your column about how to persuade a reluctant boss to let you work from home because lately I've been deluged with requests. The problem is, a couple of the people asking are those with the most seniority but who I think are not well-suited to working alone, away from the office. Meanwhile, one of my newer team members could make the transition easily.

????From my own experience working from home at a previous employer, I know it takes a certain personality to telecommute effectively. Some people have it, and some other strong performers just don't. Do you or your readers have any advice on how to say "no" to some team members and not others without causing a lot of weird political tension here? I asked our HR department for help, and they just looked at me as if I had two heads. -- Besieged in Boston

????Dear B.B.:You're certainly right that not everybody is cut out to do their best work home alone, and some people who think they'd like it end up with a bad case of cabin fever. Shani Magosky is CEO of Vitesse Consulting, which specializes in designing companies' telecommuting policies and practices. In her previous job, Magosky ran a firm where most of her 40-plus employees were scattered over 20 states and abroad. One of them "got all her energy and confidence from interacting with peers," says Magosky. As a telecommuter, "she missed that daily camaraderie so much that it turned out to be her downfall."

????Pamela La Gioia, head of job site Telework Recruiting, points out that these days, "extroverts can rely on Facebook for some of that day-to-day interaction, since most people spend more time on social media than talking to their colleagues in person anyway."

????Still, working alone demands a particular set of skills. "The most important one is, can you make a decision without input from anyone else?" La Gioia says. "Some people really struggle without daily supervision. They need that extra bit of pressure to do their best work," and they may not realize that until it's gone. "You also need to be extremely results-oriented, and assertive enough to push back when someone -- a neighbor, a child -- tries to interrupt your train of thought," she adds. "Working alone takes an extraordinary ability to focus. It's almost an entrepreneurial mindset of total commitment to the work."

????"The most productive telecommuters are self-starters, and very well-organized," Magosky says. It helps, too, to be "comfortable with change and new technology. In my old job, I had a few people who were reluctant to learn to use new tools like collaboration software, and it was a real problem."

????Seniority, Magosky notes, has nothing to do with any of this, and she thinks you're right to hesitate to say "yes" to every request. "Managers have to look at each person's track record," she says. "If you can see from someone's behavior in the office that they need a lot of supervision, or a lot of water-cooler socializing, or they have trouble meeting deadlines, then encouraging them to work from home is just setting them up for failure -- or for having to crawl back to the office, which is embarrassing, too."

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