Stop Doing These In 2019. Seriously. Stop.

Our philosophy about work has always been focused on one thing: RESULTS. Where and when work gets done is entrusted to each employee. And believe us, employees will perform and deliver amazing results with this freedom. Sadly, many businesses who are operating under the old model of work are still doing these:

1. Fussing over flexibility.

We’ve read so many articles lately about flexibility - why it’s good and bad, how to control it, who gets it, etc.. It’s crazy! The conversation has to change. Let employees decide how, where, and when they work. Stop fussing about flexibility and start focusing on results. It’s 2019!!!!

2. Carrots and sticks.

The science is in: intrinsic motivation rules. But “there’s a mismatch between what science tells us and what business does,” says author Daniel Pink. In this video, Pink says that instrinsic motivators are the most powerful for human beings. However, typical business practices use carrots and sticks (extrinsic motivators). For 20th century tasks, that worked just fine. But for 21st century cognitive tasks, if-then rewards do not work and sometimes work against us. The new operating system for business revolves around autonomy, mastery, and purpose.

3. Commuting.

There’s no way around it. Long, daily commutes are bad for people in every way: environmentally, physically, and emotionally. Not only is daily commuting unproductive, unhealthy, and stressful - it’s bad for job performance!

4. Slowing down young talent.

Kids these days. They want to choose when, where, and how they work. Does that thought terrify you? It shouldn’t if you’re focused on results. Are they getting the work done? If not, they don’t have a job. Is your workplace set up for that kind of trust and freedom? If the answer is no, your young talent may go work for your competitor. Just saying.

5. Stress at work, stress at home.

High levels of stress make you careless and unable to concentrate. Bad news for job performance. We know that when employees are empowered and trusted to deliver results, they have less stress. Clarity brings efficiency brings opportunity.

6. Creativity zapper.

Did you know that doing the same thing over and over again, day after day, zaps your creativity? Studies show that there is a link between physical movement and creativity. In particular, new and unexpected kinds of movement enhances creativity. A rigorous schedule, paternalistic management, and sitting in front of a computer all day: these things are part of the old workplace and they zap creativity.

7. Telework nonsense.

We can talk all day about why telework sucks. Generally, the idea goes like this: some employees get to work from home and others are forced to come to the office. How does this affect job performance? It creates jealousy, “us vs. them” attitudes, and more rules to follow and enforce. How unproductive.

8. Coping with cubicles.

Cubicles are universally despised. Can’t we do better than this? It’s 2019 and we carry computers in our pockets! We’re not talking about eliminating the office. We have to rethink the office and give employees the tools to work wherever and whenever they need to, as long as the work gets done. Remember, in a ROWE, it is role specific, which means you need to be where you need to be when you need to be there in order to achieve results.

9. Burnout blues.

Are your employees engaged? Do they love what they do? Are they producing amazing results and delivering outstanding customer service? Or are they burnt out? Here is great testimonial video from a manager who set her employees free and was surprised by what happened next.

This is a short list and we know you have more to add. Tell us in the comments what workplace issues keep you from doing your job well.

6 Degrees of Bacon In ROWE

There are things we think about or do every day that take us another degree of separation from what really matters at work – measurable results. 6 degrees of separation refers to the idea that everyone is approximately six or fewer steps away, by way of introduction, from any other person in the world (think 6 degrees of Kevin Bacon).

We were thinking about this idea, but in a different way. We asked, how many steps are we away from what really matters at work? What are the links that separate workers from the end result?

Separation #1: Office Hours.  
If you have office hours, the first thing people focus on is getting there on time. Every moment of the morning is spent on activities getting ready, fighting traffic, and beating the clock. There are multiple facets of office life that get in the way of the work, like acceptable office attire, long commutes (Do I have enough gas? Will I make the train/bus?), kid juggling, errand running, and bad weather. At the end of the day, there is a reverse set of issues. What is the acceptable time to leave? If weather is bad, everyone is talking and worrying about getting home safely, not the work. And, who's leaving early? Who got to come in late? How can I do that? (so much Sludge, so little time!) It’s not so much the “office” that is the problem, as it is a culture of “work must happen in the office during these hours of the day.”

Separation #2: Tardiness Policy 
We’re not sure if there’s anything more humiliating for an adult than getting marked “tardy” at work. Wasn’t that left behind in grade school? Assuming you’re late for work and get a “talking to” from the boss and a bad mark on your file, now what do you spend the rest of the day thinking about? The whole day is squandered in shame, worry, stress, and humiliation. How can I get back in the bosses good graces? And the work is secondary.

Separation #3: Time off Policy 
Time-off policies are based on putting in the appropriate amount of TIME to get TIME OFF.  The focus is entirely on when and how to access time away from the office, regardless of whether or not measurable results are met. I deserve my time off. I've earned my time off. I'm entitled to my time off.

Separation #4: Performance Appraisals 
Scheduled performance appraisals put off focusing on measurable results until performance appraisal time. It's event-based and keeps us from driving towards clear and measurable results on an ongoing basis. Performance appraisals leave room for subjective, not objective conversations. There is nothing agile or nimble about performance appraisals. Setting goals for a year out and expecting they will be relevant at the end of that time is ludicrous and a waste of time.

Separation #5: Time-tracking 
If there are any time-tracking policies in place for hours worked or hours worked against a project, the first focus is on TIME.  How much time should I say I put in? What sounds right? Do I sound dedicated? Or perhaps inefficient? Wait - better look at the time I recorded - how will it be perceived? How do I let people know how  much time I put in outside office hours? Schedule emails to send in the middle of the night? Am I putting in enough time to look promotable? Is 6 hours the right amount of time for that piece of the project? Should it be more? Less? Do I look like I'm not skilled enough? Too skilled? Your employees are doing this if they have to track their time, guaranteed. 

Separation #6: Flexible Work Program 
Flexible work programs reinforce all of the above: Reinforces office hours, focuses on time-off, makes me track time. The focus in a flexible work program is on where I work (telework, remote work) or what time I work (flex hours or compressed work week). This means the focus is NOT on the work.  

What are the everyday things that are keeping you or your employees from focusing on the work? Share with us in the comments!

Who Is Your Customer?

Who is your customer?

That question can elicit many different responses from employees on all levels within an organization. And we believe that lack of consensus leads to confusion, challenges with collaboration, and missed opportunities for achieving ultimate customer service.

NEWS FLASH >>>> Your company only has ONE customer.


We don't agree with internal/external customers, and it is discussed in length in, Why Managing Sucks. Here's why.

Every organization is serving ONE customer. And every organization needs to make clear who the one customer is. Everyone else is a resource or a partner to help you please the ultimate customer.

If you are my internal 'customer', I work to please you, even if you may be doing something that's a waste of time and not going to make any measurable or positive impact on the ultimate customer of the organization. I pleased you, right? So that's all I think about. Now if everyone is focused on ONE customer, then the system becomes self-correcting. I align my behavior and hold everyone else accountable to making sure all activities are the best use of time to serve the ultimate customer.

Bottom line? One customer that everyone focuses on and serves. Everyone and everything else? A resource or partner.


What do you think? We'd love to read about your own experiences with defining who the customer is, in the comments below!

11 Ways To Make Work Suck

11. Be thankful you have a job

Love this one, because it's super motivating and also…a veiled threat!

10. Giving orders to the minions

The days of top-down, military style management where the managers bark out orders to the workers is long gone. Or is it? There are still plenty of industries that operate this way, using micromanagement and threats to get employees in line. To these leaders, an intrinsically motivated and highly productive workforce seems idealistic and naive.

9. Criticize and abuse

Your employees don't need encouragement. No one likes to be praised or told they're good at what they do. Just keep pointing out the mistakes, making people feel bad about their work, and offering no support or constructive feedback. That'll do the trick!

8. Blaming your lazy employees for not being motivated

Maybe you think your employees are useless. You try so hard to motivate them and nothing works - they're just lazy, lazy employees! And those millennials with their entitlement ways and horrible work ethic.

7. Financial incentives

Financial motivation can be both a good and a bad employee motivation technique. It all depends on the approach.

Most companies are disappointed in the results they get from their incentive plans because they use them in one or more of the following ways:

  • "Carrot and Stick" approach to motivation

  • Means of changing behavior

  • Getting people to do things they don't want to do

  • Motivating people to "do the right thing"

6. The Peter Principle

The Peter Principle is commonly phrased, "Employees tend to rise to their level of incompetence." Does your company suffer from this phenomenon?

Promoting employees up the ladder is a well-known employee motivation theory. But, not everyone is cut out to be a manager! Managing is hard...but doesn't have to be if you're focused on the right things. You know, results.

5. Overtime

No matter how much overtime you pay your employees, eventually your tired workforce will get burned out and become completely unmotivated. Expecting your employees to work insane hours, not take vacations, and deal with constant stress is a recipe for poor production and high turnover.

4. Bad goals and annual reviews

Employees are not motivated by the notion that their hard work will make company owners and executives rich, organizational change consultant Paul Levesque writes on Entrepreneur. Are your employees aligned around an ultimate outcome or goal that makes them feel proud to work at your company? When individual goals, management goals, and company goals are not in alignment, you'll see groups and individuals working against each other. Couple bad goals with rewarding effort vs. outcomes for a truly demotivating good time.

3. Convoluted mission statements

These should be relatable, easy to recall, and inspire people to rally around them.

2. Flexibility and other gimmicks

Or as we like to say, "Flexibility is the new F word." No matter which way you slice it, flexible work programs fail. Why is that? Because managers hate "managing flexibility" (oxymoron!) and employees are wary of when, how, and if they should even use flexibility options.

Our take is quite simple: programs focused on flexibility will always, always fail because they aren't focused on results. 

1. Ignoring intrinsic motivation

All of the above to say this...if you find yourself banging your head against the wall with employee motivation programs, gimmicks, rewards, incentives, perks, benefits, raises, promotions, all without success, then maybe you're ignoring the basics. Those of you who have read Drive by Daniel Pink are aware of his endorsement of Results-Only Work Environment. In this TED Talk, Pink talks in detail about what actually motivates us and how most businesses don't act in accordance with what the science tells us about intrinsic motivation. 

Technologically Speaking, You're Available

Being an employee in 2018 means you are available 24/7, 365. Before you get all defensive and freak out about technology running your life, take a deep breath.

There are digital versions of you such as your voicemail, email, or Skype account working tirelessly [as you] for you and the customer around the clock. They are are your SUPERHEROES! They don’t need lunch, naps, or holidays. These are also great tools to let people know when your response time is changing and you won’t be responding as usual. Don’t confuse ‘being available’ with responding.

Unfortunately, we can undermine ourselves -- and the customer -- simply by the way in which we use the out of office messaging. How we use technology to communicate with each other is sometimes making us our own worst enemy.

Long, convoluted voicemail greetings and auto-replies focus inward, not outward. It’s about me and my perceived self-preservation, not the customer. It's simply virtual presenteeism.

With this in mind, we turn to the strange and puzzling ways people use their ‘out of office’ replies. Below are three crazy examples we see often, along with the customer interpretation of that message.

Crazy out of office reply #1:

I will be visiting our Washington office March 21st - 25th and will be in meetings for most of the week. If this is urgent, you can reach me on my mobile, although I will have limited access to phone and email both while traveling and during meetings. Thank you for your patience as I get back to you!

Customer interpretation:

Okay. So you’ll be in meetings most of the week just like you are when you’re in the ‘home office’. Not feeling so good about that if I have an urgent need or request. You’ll have limited access to phone and email -- does that mean you’ll be in the mountains with no service? Are you leaving your phone somewhere or will you have it with you? How patient do I need to be with my urgent request? Do you even CARE?

Crazy out of office reply #2:

Hi There!
I'm traveling a bunch this week, so I may be slow responding to email and phone messages. Thanks for your patience.  Cheers!

Customer interpretation:

Good for you, you’re traveling this week. In other words, you have a great excuse for slow response. By the way, how “slow” might you be? Should I just assume you’ll be unable to respond (those pesky airports -- they just aren’t conducive to responding to emails). Wait. Isn’t this the 21st Century? And I always have to be patient with you. If it’s not travel, it’s some other random excuse. I really don’t care if you’re traveling. I still have a need. Who is going to take care of it? And ‘cheers’! Yeah, I sure could use a beer about now.

Crazy out of office reply #3

Hi, I love working for Acme Corporation. This place is absolutely amazing and has a mission that is driven by an incredible group of committed people called Acme Coordinators. They inspire me by working so hard to make such a difference in the lives of others that I do all that I can to support their efforts. Even so, I've decided that it's time to take a little vacation and will be out of the office through Friday, April 13th. I will try to respond to your email while away but have a packed schedule and may not have a chance to do this. Still, if you really need to get in touch with me just call or text me at [phone] whenever it is convenient for you. I'll do my best to get back to you as quickly as possible. For anything related to Human Resources or Operations, please also try to contact [name] at [email].  For anything related to training, please contact [name], [email].

Customer interpretation: 

SERIOUSLY, who is going to read all of that? ‘I love my job so much! But alas, I must go on vacation. However, I’m so dedicated I’ll try to respond to you even though my vacation is jam packed with activities!’ Blah blah blah.

Let’s get real. If you are traveling, in meetings, or at a conference, you are working. Think of the boy who cried wolf. If you use your out of office reply for every little thing, people will just think you’re lame and will stop reading/listening to it. It’s not customer focused, it’s ME focused. ‘Look at how busy I am! My company lets me travel! They invite me to a lot of meetings! I’m SO IMPORTANT!’

Use your out of office reply only in the instances you’ll truly be unresponsive for an extended period of time -- like vacation (if you so choose to disconnect from work). Be clear and concise about when you’ll be responding. Nobody cares about where you're going or why. Trust us, they don’t.

The following is a good example of a customer-focused out of office reply:

Hello, you have reached [name]. I will be responding beginning February 1. Please let me know what you need and when you need it.  If you need assistance before February 1, please contact [back-up person’s email/phone]. Thank you.

It’s clear, customer-focused, and it’s not filled with socially acceptable ‘get out of work free’ excuses. 

Action Item

If you want to start prompting your co-workers and customers to focus on outcomes right now, you can change your everyday outgoing voicemail message to this:

Hello, you have reached [name]. Please let me know what you need and when you need it and I will respond. Thank you.

ROWE Is Not A Policy

Employees should be trusted to decide how, when, and where the work gets done. Period.

Turning the conversation into a simple "work from the office vs. work remotely" argument is totally missing the point. Telecommuting gives employees a small taste of freedom (while making bosses nervous) but it is still a system in which you're managing people, not work.

In order to truly drive results and focus on what's really important, you need to manage the work, not the people.

Telecommuting still has all the basic stone-age baggage of a traditional work environment. People are still expected to work "business hours." They still need to "check in" to show activity. They are still bound to a schedule that might define which days they get to work remotely. It's sometimes offered to a select few but not everyone. In short, telework is still a way of managing people.

ROWE is not telework. ROWE is not "working from home." ROWE is not a flexible work arrangement. A Results Only Work Environment IS NOT a Remote Only Work Environment.

If your organization has a remote work policy, a flex work policy, a compressed work week policy, or a telework policy, then the focus is on managing the people not the work. ROWE is a cultural shift that takes the focus off of managing people and places it, instead, onto managing the work. You know, the stuff that needs to get done.

We need to change the national conversation. We need to stop focusing on this short-sighted question of "should employees be allowed to work remotely?" and focus it on what matters: the work itself.


Myths. Debunked!

Myth #1 -  ROWE is delegation
In fact, ROWE is the very opposite of delegation. The traditional work environment operates under a “command and control” management style, which ROWE advocates against. In a ROWE, manager (Results Coach) and employee clearly define outcomes and metrics. That’s autonomy. Holding the belief “the manager should always those objectives are met” is authoritarian and so 1950’s! Creating opportunities for employees to contribute in all areas of business is what fosters relationships. Giving employees freedom to decide for themselves how, when, and where the work gets done is grounded in trust. As a result of having clear measures in place and the employee and manager having ongoing, objective performance conversations, accountability is strengthened.

The beauty of a ROWE is that it’s 100% accountability and 100% autonomy. No results? No job.  Not ‘no results? Let’s tell everybody how to work and live!

Myth #2 - If you can see people at the office, you know they’re working!
The idea is that by gathering everyone together for a big feel-good huddle in the office and getting “all hands on deck,” you will turn the ship around. We have no problem with people working at the office and collaborating face-to-face. But making it mandatory and not trusting employees to make common sense decisions about where and when they get the work done….Yea, we do have a problem with that. The belief people have about communication and collaboration is can’t really be done without a sit-down meeting. Um, have you heard of the interweb? Or a phone? Would space travel exist under this belief? Eeek!!!!! In fact, when leadership commands ‘all hands on deck’ they’re really saying ‘we don’t know how to get everyone on point’. Even worse, we don’t trust you to get the work done unless we can see you.

A Harvard study debunked the benefit of office face time myth.

ROWE means employees can meet in person when it’s necessary to achieve agreed-upon results, because ROWE is not a Remote Only Work Environment = be where you need to be, when you need to be there in order to achieve results.

Myth #3 - ROWE is a one-size-fits-all program
ROWE is a shift away from office politics and rules, and a focus on what really matters: the work. It requires a mind shift - to understand and move beyond roadblocks such as beliefs, judgments, and time. It is NOT technical change. It is adaptive change. It flips the script from managing the people to managing the work.

What is one-size-fits-all is the expectation that everyone is focused on and accountable to results. Period.

Manage The Work v. Manage The People

Human Resources has been focused on managing people for the last 125,000 years. Ok, well maybe not that long, but we know you all get what we’re saying.

It's time to stop managing people. Yup - people need to grow up and manage themselves. What we need to do is start managing the work and get crystal clear about it.  

But what does that mean?

What it sounds like when we manage people:

1. "Office managers and receptionists need to be in the office during standard business hours to achieve results."

2. "There are times we need to be face-to-face to communicate and collaborate effectively."

What it sounds like when we manage work:

1. "The target for our customer satisfaction score is 4.25."

2. "The deadline for this particular deliverable is Friday, April 2, at 2pm."

People are going to come face-to-face when they need to based on the objective, measurable results they have set together with their manager and team.  Whenever you prescribe HOW to collaborate, you are a degree of separation from the work. 

The future of work, and what the Human Resources field needs to focus on, is a true balance between 100% autonomy and 100% accountability. 

What happens when there isn't a balance between the two?

Heavy on Accountability - Light on Autonomy

This is a common scenario in the workplace. Here, you have an employee up to their eyeballs with work (often, a lot of activities that may or may not be feeding into a meaningful outcome for the organization), drowning in rules from the 20th century that don't make sense, and constantly trying to get rid of the micromanaging boss hanging over his shoulder. He doesn't get time off or the freedom to decide how to achieve his results and he gets no relief when he asks for help. What does that do for a worker? Stress, burnout, turnover, job hunting. Completely out of balance.

Heavy on Autonomy - Light on Accountability

This is the scenario of the modern day "Flexibility Program." Employees come in when they want to, they leave when they want to, they work from home when they want to, but aren't really ever sure what they're supposed to be doing. They look really busy, they talk about how much effort they're putting in, and say they can't take on any more. But something doesn't feel right. What does that do for a manager? It drives them absolutely insane.

This is the imbalance in the workplace that makes managers uneasy, but they've never really been able to describe it.

Too much autonomy and not enough accountability is what makes companies end "work-at-home" and pull people back to the office. "Sorry, we're taking away your telework, naughty employees!" 

When Autonomy and Accountability are equal, meaning employees and managers are both clear about the work and how it's being objectively measured, the end result is "No results, no job". Discussions are about the work itself, not how, where, or when it gets done.

What's happening in your workplace? Management of the work or the people? Leave your thoughts in the comments below!

Motivation Fails

A happy employee who doesn't know what her results should be or how her job is tied to bigger organizational goals, is not going to be a truly productive and motivated employee. She won't be intrinsically motivated to do her best work.

Motivation has to be grounded in getting individual employee goals aligned with the big picture of how those goals relate to customer service or business growth = the ultimate outcome and ultimate customer. But this post isn't about goal-setting; it's about what NOT to do when you want to motivate people...

1. Everyone loves office parties!

No...they don't. Pizza parties, corporate barbecues, and awkward birthday celebrations around a store-bought cake in the conference room... do these things sound like fun to you? Do they? If you have a small team that genuinely enjoys one another's company, let them figure out how they want to hang out...don't figure it out for them. 

80% of teams we work with say they are thinking this when they get invited to one of these cheesy events: "I'd rather get my work done and spend time with my real friends/my family." So stop wasting their time.

Try instead: Be open to what naturally happens or doesn’t happen. No more forced socialization.

2. Same rules, different location (working remotely)

Working remotely is not a motivational perk if: a) you still have mandatory check-ins with the boss, b) strict or even stricter rules about time tracking and face time, or c) you have spying software installed on your computer so your boss can know exactly what you were working on during "work hours." < Eeeeeew!

Try instead: Focus on your employees' measurable results and make sure those things are getting done. If your employees work remotely, don't chain them to their computers, instant messengers, and email so you can feel assured that they're "really working." Focus on the results and you'll know if the work is getting done or not.

3. Pets at work

Please, no hate mail on this one. We’ve got as much love for animals as the next person, and we have pets too. But to be productive, work needs to happen. If you are petting your cat, playing fetch with your dog, or staring at your iguana, you’re not working.

Try instead: When you work in a Results-Only Work Environment, you get to decide how, when and where work gets done, which will make Fido and you happy...and based on the results of the hundreds of teams we've worked with, more productive, too.

4. Walking around or checking in to "show how much you care"

Management isn’t about walking around or checking in to see if people are in their offices or online. Checking in on employees by lurking in the hallways and popping your head into cubes doesn't show how involved of a manager you are - it's creepy. And yes, it’s creepy if done using technology such as Skype. It's not motivating anyone to work harder in case you might pop in. It's more likely to make them paranoid...and angry.

Try instead: Provide your team with clearly communicated outcomes and deadlines. Then manage their performance with objective communication and accurate metrics.

5. Employee-of-the-month parking spot

Jeff Haden beats up on this tired old gimmick in his article on

"When you announce your latest Employee of the Month, one employee "wins." Great. That means every other employee loses. Recognition should be specific, timely, genuine... and available to everyone, not just a "winner." Get rid of generic praise and recognition programs and spread the positive feedback wealth."

Try instead: Take some tips from Razor Suleman, Founder and CEO of Achievers.

6. Dress down Friday

This one is simple. Telling your employees how to dress during the week is ridiculous, and giving them a special day to wear jeans is even more RIDICULOUS!

Try instead: Trust employees to be in charge of their own wardrobe decisions. Easy as that. Handle the one person who will decide to wear a tube top, mini-skirt and flip-flops to a client meeting with one conversation; don't punish the rest because of her bad decisions.  

7. Office gym, coffee shop, dry cleaner (and anything else you might need)

Corporate perks that seem awesome may get in the way of work-life balance. Google, for example, and similar massive organizations are creating campuses where everything is there that you need; sleeping nooks, dry-cleaners, gyms, daycare — everything’s at the office. People look to Google and say: "Look at how progressive they are!"

Why would you ever leave the office? There’s everything you need right here!

Post-Marxist theorist Slavoj Žižek has similar thoughts on this phenomenon, as summarized by architect Andrew Maynard:

Slavoj Žižek argues that modern employment tactics create the illusion that our employer is our friend. This fabrication empowers the employer while denying the employed the right to vocalize and protest dissatisfaction of their working conditions. “You’re not going to stick around and help out? I thought we were a team? I thought we were friends?”

If you find yourself banging your head against the wall with employee motivation programs, gimmicks, rewards, incentives, perks, benefits, raises, promotions, all without success, then maybe you're ignoring the basics.

Those of you who have read Drive by Daniel Pink are aware of his endorsement of Results Only Work Environment.

In this TED Talk, Pink talks in detail about what actually motivates us and how most businesses don't act in accordance with what the science tells us about intrinsic motivation.  

Everybody's Role: Do The Work

You rarely hear this frantic question in a traditional work environment

"What is everyone doing?!"

It's assumed that everyone is hard at work doing...well, something. If you show up at 8:00 am and stay until 5:00 pm, you've met expectations, right?

When you stop using time as a measure of performance, everyone starts scrambling because the majority of people don't know what "the work" is supposed to be.

We're in workplaces where it's okay to meander through the work day, unclear about what you're being measured on and what you 're supposed to be delivering. We're in work environments where HR sends out email after email reminding us to complete our goal-setting activities, and we promptly move that activity to the bottom of our list.

The urgency to set measurable goals in a traditional work environment rarely exists because using time as a measure of loyalty, dedication and good work, in most cases, wins out over evaluation of the actual work.


Until we own our own time and have complete control over how we spend it, goal setting will be just another useless activity that fills our time in the work environment. And, a workforce with clear, measurable goals for each and every person will never happen. Ever!

This is a real-life example: 

Pre-ROWE Manager: "We've been working on this strategy for awhile, and I really want you to crack the nut this year." 

Employee: "Got it. I'll do my best."  ["I have no idea what you're asking for, but if I show up every day, stay late, and come to you next year with something that I think you might like, I should be okay."] 

Post-ROWE Manager: "We've been working on this strategy for awhile, and I really want you to crack the nut this year."

Employee:  "Great, let's define 'the nut'. How will we know if I've cracked it? How will it be measured? What's 'meets expectations' and 'exceeds expectations' on cracking the nut?"  ["If I can get clear on how to exceed expectations on cracking this nut, I can figure out the activities that will get me there and also plan how I'll volunteer at my child's school, coach her basketball team, and take a vacation to Miami."] 

Our bet is that most of you have great goal-setting tools at your organizations, but people aren't actually using them. Or, you use them, and then file the completed activity away--and three months later, you scratch your head and say, "Where did I put that completed goal-setting guide?"

Goal-setting is not an activity. Goal setting is not an action on a quarterly checklist. Getting clear on what your employees are getting paid to do, and how to measure it is, and should be, the way. We can't tell you how many times we've heard, "If I let my people control their own time, how will I know if they're working and what they're supposed to be doing?" to which we exclaim, "How do you know NOW?"

Get clear about outcomes. Get clear about measures. Get clear about RESULTS!

ROWE is not Flexibility.

An authentic ROWE is, in its essence, a contemporary work culture built on the foundation that we hire people for clear, measurable results. It’s why they have jobs. Just “putting in time” doesn’t cut it in a ROWE. Filling time doesn’t cut it. Measuring time doesn’t cut it. Showing up to the office doesn’t cut it. Time really has no relevance unless it’s used to manage deadlines, due dates, deliverables and such – the work. If a functional or client meeting starts at 1:00pm, then 1:00pm has relevance. But if I’m coming into the office at 8:15am instead of 8:00am and am producing results and not missing anything that is time sensitive, then 8:15am has no relevance whatsoever. In a ROWE, each person is 100% autonomous and 100% accountable to measurable results.

Flexible work programs have simply reinforced the notion that time has relevance. And a ROWE is not a flexible work program; in fact, comparing it to one is ludicrous because they are as different as night and day. Just by definition, if a person is going to be flexible, they need to be flexible around something, and that something is office hours and the physical office. ‘I’m working from home tomorrow (i.e., teleworking)” says I should be in the office (default), but I’m going to be at home (flexible). ‘I work four-10 hour days with Friday’s off’ says I should be in the office on Fridays like everyone else (default) but I’m putting in my time in four days instead of five (flexible). ‘My hours are Monday through Thursday from 7:30am – 4:30pm and Fridays from 8am – 4pm says normal office hours are 8am – 5pm Monday through Friday (default) but I have my own personal schedule that’s different (flexible).

Of course we understand why people think they want flexibility. And we don’t blame them. They just want some control over their lives -- no matter how little. They feel a tiny bit of flexibility takes them to a happy place where work and life live in harmony. But then they find out that what they thought was a wonderful accommodation was really a whole new level of management control and co-worker judgment.

Let’s face it. Flexible Work Programs give managers more control over people’s time - they do not give people more control over their time.

Flexibility is so last century.