Working From Home Long-Term Is Going to Be Hell for Introverts

Working from home is going to be hell for introverts. 

It’s only a matter of time before they take to the streets, a ragtag army in coffee-stained pajama pants, demanding human contact, even if it is from a social distance.

Yes, I know: the corona-virus-imposed heaven that is working from home is their dream. They’ve been preparing for this all their lives. The crafters are giddy with the prospect of boss-directed time inside, with their fabric, beads and endless unfinished projects. The book-addicted swoon at the notion of curling up with their stack of to-reads and a bottomless pot of Earl Grey. The Netflix-addled are in heaven at the notion of binge-watching from the sofa, laptop open, remote in hand.

But sinking into a crumby cocoon is an overcorrection. Introverts have to work harder to connect with people. Those who fantasize about their virtually people-free nirvana are going to find that going to work actually created the social equilibrium that makes them love being alone.

I know and love many introverts. I married one. I gave birth to two. One of those gave birth to another one. But as a confirmed extrovert who has worked from home for 39 years, and who studies and writes about career growth, I give introverts a week before home purgatory turns into home hell.  

Extroverts love to work from home, too, and they are better at it because distance is no barrier for a determined extrovert. They’ll talk on the phone, they’ll burn up Slack, they’ll text, email, and videochat all at the same time.  In my ongoing exploration of lateral career moves, I talk all the time with employers trying to figure out how to respond to employees’ requests to work from home. People who most successfully work from home are extroverts, who are naturally propelled to connect with others. Introverts don’t do themselves any favors, professionally, by giving into their urge to hide.

Working from home frees up commuting time that can be used for career development, professional learning, and to connect with people in other departments. Smart organizations will rally short-term assignments that both solve virus-inflicted operational problems and convert the suddenly-virtual workforce to an opportunity for cross-functional collaboration that pulls everyone together in new ways. You’d think that introverts would lead the way so they could further the business case for working together separately, but it’ll be the extroverts who pioneer ways to bridge the distance.

When we all emerge, blinking and sun-blind, into that brave new day, when corona virus is something we work around, extroverts will simply transfer their ongoing conversations to real life. Many of them will claim that they were more productive than ever while they worked from home. That’s because they found ways to be with others, alone together, in some newly created virtual space. Church groups, study groups, bowling leagues, golfers, gardeners, runners, not to mention work teams, will all pivot, led by extroverts, to virtual meetings, group chats, and instant Facebook groups.

 It won’t be long before the new normal will be established.  I’ll wave to my introvert neighbors as they head back to their offices and I’ll look forward to hearing about their reluctant re-entry, over a pitcher of margaritas on my front porch….for about twenty minutes, before they go home to recover. 

How working from home doesn’t prepare you for self-employment

Looks idyllic, right?

Who doesn’t want to work from home, if their job allows?

Nobody, which is why so many people are so giddy with the prospect of starting the day in pajamas, working all day in pajamas, and working from bed in the same pajamas. Every publication, online and in print, is rife with advice on managing your time, not eating at your desk, communicating with co-workers via teleconference and Slack, and wearing pants.

Mastering your time, taming the refrigerator, maintaining boundaries with family, neighbors and pets: that’s half the battle of working from home, right?

No. It’s not.

If you’re working a traditional day job from home, you are transferring your corporate culture to your personal space. You will learn invaluable skills for virtual collaboration, managing by results, and prioritizing tasks.

But you will not be tackling the single most important thing you must have to be self-employed, and that is, winning clients.

To be self-employed, you have to have clients. It’s that simple and that scary.

Clients are great. I love mine. But they can harsh the mellow of working from home. Deadlines, and all that. Invoicing. Calls. Finding new ones. Keeping old ones. They’re high-maintenance.

By all means, make the most of your time at home. But don’t think that you can expense your pajamas as a start-up cost. To be successfully self-employed, you’re going to have to put on pants. And leave the house. And get clients.

You can do it! The upcoming Career Lattice online course, Staff to Self-Employment, will show you how.

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Date Entrepreneurship Before Committing

Do you have what it takes to start a company or employ yourself? You can “try before you buy” by taking on a self-contained side hustle.

Making fancy cakes just for graduation season or dog-sitting as a backup to an overbooked dog caretaker forces you to think like an entrepreneur. If your Career Lattice skills inventory turned up worrisome weaknesses, a small, short-term side hustle will make you backfill those weaknesses. Hate bookkeeping? You’ll get over it quick when you realize you won’t get paid for your side hustle unless you invoice and manage the related paperwork.

Side Husl is a terrific source for pickup work that can enlighten you about your entrepreneurial abilities and potential gaps you need to fill. It’s run by a longtime business journalist whose no-nonsense approach to work, career and income is a real-life as it gets. Use the Side Husl tools to zero in on a gig you’d like to date before you commit to entrepreneurship as your sole occupation.

Time is your boss’s money: Spend it on yourself

How much power do you have, really, over your time when you are an employee?

You don’t set deadlines. You often report to more than one boss (thanks a lot, “flat management structure,” for all those dotted lines on the org chart that mean you have to get sign-off from people who technically aren’t your boss but somehow have veto power over your work, amirite?) .  Often, deadlines are set by outsiders – clients, customers, the IRS. 

All these forces can collide in your calendar.  But to free up time for a side-step that can give you new skills and help you meet people essential to networking to a new job, you’ll need to master time management skills that prove you can handle the lattice assignment.

Here are three ways to do that.

  1. Group like work and functions together. The temptation is to tackle the project for Client A, finish it (or, at least get it far enough along to dump it on somebody else’s desk), then pick up work for Client B. Look under the lid to find similarities so you can do similar work in a single pass. For instance, if you have to get signoff on a few paragraphs from legal, bring legal all the sign-offs at once. You’ll have more leverage to push to the top of legal’s priority list when you’re doing so on behalf of three clients, not just one, and you’ll move ahead with all the projects at once while driving for the first deadline.

2. Analyze your “flow state” so you can protect productive time.  The “flow state” is your groove: when you’re clicking along, ignoring the clock, getting the coding or writing or analyzing or calculating done in a glorious, sparkling steam of productivity. Some people can turn their flow on like a tap  (I’m one of those lucky ones). Others find their flow in a quiet office before others have arrived or after others have left. Chances are you love the work you od in the flow. Treat yourself and block out the flow on your calendar for uninterrupted, closed-door, flow. Save the petty, annoying, paperwork and inbox-pecking for your door-open time.

3. Track your time so you can identify bottlenecks and barriers, both human and technical. Your boss(es) gives you work to do so she doesn’t have to do it. Build trust by documenting the amount of time you spend on each task. An easy way to do this is to use a time-tracking app designed for freelancers who charge clients by the hour.

If the time reports don’t seem to line up with your boss’s priorities, review the reports with her. She may not realize how much of your time is taken up by those doted-line relationships or by technical problems you have to work around. Let her run interference in blocking and tackling the barriers – that’s why she’s paid more than you are. And – bonus! – if you are thinking of transitioning to self-employment, you will become conversant with time-tracking so you can more accurately estimate how long it takes to do key elements of the job you envision creating for yourself.

Venture redux: Starting your own company helps your career

People quit the corporate grind to start their own companies for a lot of reasons.

Positioning themselves to re-enter the grind is not one of them.

Maybe it should be.

A Berkeley researcher, Gustavo Manso, has found that the entrepreneurial experience of “experimenting with new ideas”adds so much value to your management abilities that even if your venture fails, you are likely to move back to a corporate job with minimal losses. In fact, he found that a stretch of self-employment can actually boost your salary if you go back to traditional employment.

That is…if you bail on a failed venture within two years.

This validates part of the premise of my 2012 book, The Career Lattice, in which I position self-employment as one career lane, not as a one-way ticket out of the corporate world.

The key implication for entrepreneurs is to see their experiences – wins, losses and draws – as evidence of learning new leadership and business skills. Developing short stories and anecdotes about your adventures in startup land are key to developing relationships with partners, suppliers, lenders, and customers, anyway. With potential employers added to the mix, you’ve got one more reason to cultivate a variety of narratives about how you’ve become better at what you do and how you think by being a business owner.

Get perma-benefits from being a perma-temp

Temporary work isn’t.

Oh, it’s work. But it’s not all that temporary.

A new report from Workmarket.com finds that 59% of companies that use freelancers contract with them for at least six months at a time.

And 42% of companies use the same contract workers over and over.

When you know why companies are keeping you on contract, you can turn the advantages you bring them to build your career.

And – surprise! – saving money isn’t the main reason why companies use contract workers. Workmarket found that 64% of employers rely on contractors for flexibility. Then comes money, at 45%, then, expanding geographically, at 38%, and finally, tied at 24%, to generate additional revnue and to improve work quality.

Flip those stats over and here’s how to use your clients’ motivations to your advantage:

  • Flexibility goes both ways. Keep your clients in the loop about your availability. They want flexibility, but that’s also why you’re a free agent. Ask about their project schedules, anticipated staff shortages, and crunch times. Find out if they’d like you to block out time when they are most likely to need you.
  • They save by buying quality. Stipulating that you’re charging at least market rates, prove your worth by delivering polished, ready-to-go work on time or early. It only takes one round with an inexperienced, unorganized, error-prone contractor to m reinforce the total value of working with a pro.
  • Support expansion. Your know others like you. Your network is a hidden value to your client. Offer to refer your client to other contractors located where your client wants to be – and vice versa. You’ll build relationships in both directions.
  • Revenue doesn’t generate itself. Neither do ideas for new clients, new projects and new efficiencies. Make strategic introductions for your clients. In other words: trickle up.
  • Quality is the biggest reason why businesses don’t use contract workers as much as they might: 31%, according to Workmarket, say that quality is their biggest obstacle to using more ‘on-demand professionals,’ as it terms us contractors. So validate your quality by joining top-level professional associations; by asking for and using references when pitching clients; and by having an up-to-date and rich portfolio that illustrates the scope and depth of your work.

Freelancing is a career of its own. With more employers realizing the advantages of working with freelancers, the benefits can go both ways.

 

Advancing Women: Help People ‘Get It’ in Four Steps: Here are the Second Two

 

People say it’s important to retain and advance women at work. But they aren’t really part of the solution if they don’t quite get it. In the prior post, I explained the first of the four steps that convert someone’s ‘lightbulb moment’ to action – the kind of action that changes companies into places where women want to build their careers.

The first step is realization– pinpointing a fact or experience that crystallizes the issue. lightbulbThe second step is relevance – the fact or experience hits home because it’s clear that it has immediate implications for you, your team, your company, your industry.

Realization happens in your head and relevance happens in your heart.

3. Recognition is the third step in converting inspiration to action – useful no matter where you work. Through realization and relevance, you took in the fact and it became personal. Now, with recognition, you’re turning it outwards to put it in context. What needs to happen for this insight to actually make a difference? Do we need to overhaul our work-life benefits so people don’t have to ask permission to work from home? Get better at working with women before they have one foot out the door? Talk with women who left a while ago to find out why they really left? Fire the jerk bosses? What?

4. Finally, take responsibility.

It’s all an intellectual exercise until you commit to do something.

  • What can you do, right now, today, to act on your lightbulb moment?
  • What can you say, today?
  • What you can you set in motion today to make sure that your lightbulb moment becomes a beam that guides you, and your company, to becoming a place where women want to stay?

Each lightbulb moment is progress. But when there’s a string of lightbulb moments, you see a new way forward.

See the whole AFWA presentation at Slideshare.

 

If you’d like the accompanying handouts – an infographic of the four steps from inspiration to action, plus a worksheet that you can use with small group or one-on-one discussions, email me at jycleaver@wilson-taylorassoc.com and it’ll be in your inbox pronto.

For more lightbulb moments, and subsequent change, read the 2015 Accounting MOVE Project report. It’s full of personal stories about how CPA firms are finding new ways to advance women.

Advancing Women: Help People ‘Get It’ in Four Steps: Here are the First Two

 

Flip a switch. The light goes on. dimbulb

Now what?

The 2015 Accounting MOVE Project focused on moments of inspiration – ‘lightbulb moments’ in which both men and women ‘got it’ about why it’s so important for the profession to advance women. Change happens one person at a time at all organizations. But for most people, it happens in the same way: first, they get it. Then, they act on it.

How can you convert inspiration to action? Follow these four steps and you’ll convert insight to momentum no matter where you work.

The 2015 Accounting MOVE Project report included one of my all-time favorite quotes. It’s from Darin Goehner a partner with Moss Adams, the Seattle firm that (full disclosure) is the MOVE Project’s founding sponsor.

Moss Adams is doing great things to advance women, but it still has its holdouts. Privately, men complain that women are getting an unfair advantage when there are programs designed just for them. Some of these men complained to Goehner – probably because he has been a vocal advocate of the firm’s women’s initiative.

“When do we get our men’s initiative?” they asked him.

And here’s what Goenher said: “Look at the numbers. When women are 51 percent of the partners, that’s when you get your men’s initiative.”

Oh! Suddenly, they got it.

Suddenly, the numbers weren’t abstract. Men still outnumber women at Moss Adams by nearly three to one. (That’s better than the industry average of four to one.)

Oh. It’s not a majority on paper. It’s a majority of us standing here. Oh. 

So what next?

At the 2015 national conference of the Accounting and Financial Women’s Alliance, which is a partner of the MOVE Project, we built out the ‘what next.’

Here are the first two steps to converting those ‘a-ha’ moments to real culture change.

  1. Realization.

Suddenly, out of the blue, a fact, an expression, an emotion, someone else’s reaction, hits you. The curtain is pulled back, the mute suddenly is released, or something comes into focus. Suddenly you see something you haven’t before.

Often, these moments come when we are observing or listening to others. Or, you might notice a change – maybe a woman you like working has disappeared. She quit. That’s right, you went to the party. You ate the sheet cake. But now it’s Monday, and the usual suspects are in the usual status meeting. And she’s not there. And you get it: we can’t keep losing midlevel women. If we lose any more like her, we won’t have enough partners, in ten years, to keep this place open.

For the left-brained, realization can click into place through a single number that seems to summarize the situation. For the CPA profession, the most compelling number is 19%. That’s the current proportion of women partners and principals. The MOVE Project firms are doing better, with an average of 22% women partners and principals, for the 47 firms that participated in 2015. (2016 numbers will be even better. MOVE firms have been telling us over the summer about all the women they’ve been promoting.)

2. Relevance.

Ok, you’ve been struck with a realization.

What does it mean? Your brain starts clicking. You start to realize that this realization means something to:

  • You
  • People you work with
  • Your company
  • Your clients or customers
  • Soon
  • In specific ways

Let’s go back to that meeting in which you are fixated on the empty chair. You’re going to have to take on some of the work abandoned by your former co-worker, the rising woman who left for a better future elsewhere. Your firm is going to have to explain her defection to clients. And replace her, somehow, in a hyper-competitive market for financial services talent. If her friends leave…then what? Yikes.

See the accompanying post for the final two steps.

See the whole AFWA presentation at Slideshare.

If you’d like the accompanying handouts – an infographic of the four steps from inspiration to action, plus a worksheet that you can use with small group or one-on-one discussions, email me at jycleaver@wilson-taylorassoc.com and it’ll be in your inbox pronto.

For more lightbulb moments, and subsequent change, read the 2015 Accounting MOVE Project report. It’s full of personal stories about how CPA firms are finding new ways to advance women.

Pay Equity Just Got Sexy

 

 

 

It just got real.

When Vogue magazine ( Vogue magazine!) is writing about pay equity, you know the tipping point is in the rear view mirror.

Vogue. 

brad cooper

Of course, it took a public discussion between two movie stars to wrench this fusty issue from the disco era to today. Jennifer Lawrence, famous for playing take-no-prisoners Katniss in the huge “Hunger Games” franchise (final installment opens Nov. 20. I can hardly wait) posted a stream-of-newly-raised-consciousness post on a relatively obscure ezine in which she said, essentially, ‘no more Ms. Nice Gal” when it came to pay negotiations. Because thanks to the Sony data hack, the whole world now knows that Cooper and Christian Bale, her co-stars in “American Hustle,” made a LOT more money than Lawrence and her co-star Amy Adams.

Lawrence and Adams won awards for their performances. Cooper and Bale did not. So much for the myth that the pay gap is explained by a performance gap.

Lawrence’s rant was picked up by the mainstream media, starting with the Washington Post and rippling outward and upward from there. Vogue!

Cooper rose to the occasion by publicly promising to share pay information with female co-stars from now on so they aren’t at a negotiating disadvantage.

And with that, he shows that he gets it. Because nothing changes unless women have the information they need to negotiate.

That’s the rationale behind the Lilly Ledbetter Fair Pay Act of 2009.  It makes it illegal to force people to shut up about pay. But of course most people keep their salaries to themselves on their own. Until Bradley Cooper made it cool to share what you’re paid with co-workers who are doing equal work. For which they should get equal pay.

Employers are just starting to wake up to the pay equity monster. Even accounting firms aren’t as on top of pay equity as you’d think. According to the 2015 Accounting MOVE Project, which I manage, only 25% of CPA firms analyze employees’ pay levels by gender.

Companies need to get ahead of this. They can start by manning up and doing the work to see if they actually have a pay gap and if they do, by fixing it. Besides the Accounting MOVE Project, which has insights that all employers can use, the Department of Labor offers a short pay equity guide for employers.

Ignorance is no defense. Just ask the 10,000 businesses that the federal Office of Federal Contract Compliance has ‘evaluated’ for pay equity since 2010.

If your company has a government contract, you should know that the OFCCP might come around to see if you are paying women and men equitably. “I don’t know’ is not an answer.

If you’re stuck, just think: WWKD? What would Katniss Do? And do that.

Hello, We Can See Right Through You

Transparency builds trust, and trust pays off. Companies on Fortune magazine’s “Best Companies to Work For” delivered annualized stock returns of 11.07% from 1997 to 2014, compared to 6.48% for the S&P 500.

Firms in the Accounting MOVE Project are building employer reputation by sharing not just their results in advancing women, but how they achieve those results.

  • Moss Adams publishes an annual report on its Forum W women’s initiative, outlining its goals and achievements in a straightforward format.
  • Dixon Hughes Goodman set up a separate website for its WomenForward initiative.
  • Plante Moran spells out the mission and progress of its Women in Leadership initiative at its website.

Rehmann has a terrific template for its internal report on its women’s initiative and has graciously provided the Accounting MOVE Project team with a version approved for sharing with other firms. Contact MOVE Project manager Joanne Cleaver(at jycleaver@wilson-taylorassoc.com) for a copy.