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 Praise for the Second Edition of Working Virtually
“Trina has been thoughtfully examining nontraditional employer/employee
relationships for longer than nearly anyone in the industry. What makes this
book unique is that presents tangible benefits for both the employer and
employee. All relationships must work for both sides or sooner or later they
stop working. Trina’s book fully recognizes this in a far more workable way
than too many other one-size-fits-all plans on the market. Every business
and every relationship in a given business is unique and must be treated that
way. Working Virtually provides guides to manage an ever-changing process,
not just a list of policies that may or may not work for my business. As such,
it is a go-to outline for making the new workplace work.”

—Doyle Albee, President, Metzger Associates

“Virtual is now both the vehicle and the platform for most work. Are you
ready? Trina Hoefling masterfully maps the three most powerful paths you’ll
travel to succeed virtually. She is the perfect guide, simplifier, and coach for
every virtual team and overworked manager! Hoefling helps us see that every
virtual choice is ultimately about ourselves—our mindsets, our ability to learn
and unlearn, and how we embrace change. Get Working Virtually now—to
get working virtually and to unleash all that is within you and your teams!”

—Bill Jensen, author of Future Strong and Disrupt!

“Working Virtually does an outstanding job of reminding us that the things

that make for meaningful work in face-to-face environments apply more
so when working at a distance. Generosity, trust, and collective meaning-
making are at the core of very practical approaches to working across
distances—geographic or otherwise.”

—Jerrold McGrath, President, Intervene Design Incorporated; Leadership

Faculty, Banff Centre for Arts and Creativity, Alberta, Canada

“Having worked with Trina both in a classroom and virtually ‘across the
pond,’ I have no hesitation in recommending her and this very helpful book
on coming to terms with the new virtual work reality. Organizations, leaders,
and individuals—everyone is coming to terms with this new phenomenon
and the implications, challenges, and opportunities related. It’s an easy read
with helpful pointers on what we all need to grapple with in our digitally
enabled work/life environments.”

—Martin Allison, Chairman, Cimlogic, West Yorkshire, United Kingdom

9781620362914_Hoefling_Working Virtually.indb 1 2/28/2017 9:44:45 AM

 “The past 20 years have seen a steady increase in the percentage of the work-
force that doesn’t go into an office every day. Trina Hoefling provides an
important addition to any manager’s or virtual worker’s toolkit, describing
in clear, jargon-free language the skills that separate high-performing virtual
workforces from their less effective counterparts.”

—Ceil Tilney, Covalent Solutions, San Francisco, California

“I write this from my favorite table at my favorite cafe. An office? Not so

twenty-first centry. And that’s exactly what Trina Hoefling is exploring in
this engaging new book. Read it while you’re sipping a cappuccino, you’ll be
enlightened.”

—Dave Taylor, Principal, Intuitive Systems, LLC.;

and Ask Dave Taylor blog, Boulder, Colorado

“A gem of a book! Despite rapid advancements in collaboration technology

and dramatic increases in the work-from-home movement, many leaders are
left to figure out on their own what it takes to drive high performing teams in
this new environment. Trina Hoefling reminds us that the quality of human
interaction ultimately makes, or breaks, a team and expertly lays out the tools
and techniques for success.”

—John Short, Global HR Business Partner, MilliporeSigma, a business of

Merck KGaA, Darmstadt, Germany

“Having been involved in this field since 1982—virtually the Stone Age of
virtual work—I’ve seen this field emerge, develop, and morph. This book
provides a welcome and needed fresh look at the various flavors of mobile,
distributed, and virtual work as it exists today and will grow tomorrow.
Managers and organizations that want to work smarter and engage their
professionals should follow this guide closely. Those that still resist virtual
work and distributed workplaces can bury their heads in the sand and keep
sending e-mail with their 1200-baud modems.”

—Gil Gordon, acknowledged expert in the implementation of telecommuting

and telework, author of TURN IT OFF: How to Unplug from the
Anytime-Anywhere Office Without Disconnecting Your Career

“Successful virtual teamwork does not just happen. Even though members
know how to use communication technologies, and have integrated mobile
devices into their everyday lives, more is needed. Leadership, shared pur-
pose, clear expectations and trust are all essential but challenging to carry

9781620362914_Hoefling_Working Virtually.indb 2 2/28/2017 9:44:46 AM

 out. Working Virtually offers important guidance for virtual team sponsors,
leaders, and members. The understandings gained from this book will save
time, money, and heartache!”

—Janet Salmons, Indie Translational Scholar, Vision2Lead; Dissertation Chair

& Qualitative Methodologist, Walden University; and Chair, Academy of
Management Ethics Education Committee

“Technology has changed the workplace in many ways. At the same time,
creating a high-functioning environment continues to challenge organiza-
tional leaders. Working Virtually clearly defines the specific issues that call
for learning how to work with people in today’s work world. Building
trust and communicating effectively about the tasks to be accomplished
and expectations for performance in the virtual organization top my list
of requirements for success in today’s companies. Learning how to bring
individuals together to best support individual satisfaction has never been
easy. Hoefling’s depth of experience and wisdom provide ways leaders can
engage and increase their personal effectiveness for brilliant performance
with their teams.”

—Judith Light, Certified Management Consultant

“Working Virtually addresses organizational team issues and what managers/

leaders need to do to be effective in dealing with the changes that the
workplace is experiencing—and will continue to do so.”

—Steve Dorn, Pivotal Resources

“Could not ask for a timelier book. People who work together in the same
place at the same time will be a distinct minority before this decade is out.
I love this; it’s all in one place. It is not only current but also put together
so it is constantly curated as new tools are found, new techniques devel-
oped. I would say what you have here is not only best practices but also ‘next
practices.’”

—Charlie Grantham, Community Design Institute

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9781620362914_Hoefling_Working Virtually.indb 4 2/28/2017 9:44:46 AM
 W O R K I N G V I R T U A L LY

9781620362914_Hoefling_Working Virtually.indb i 2/28/2017 9:44:46 AM

9781620362914_Hoefling_Working Virtually.indb ii 2/28/2017 9:44:46 AM
 WORKING VIRTUALLY
Transforming the Mobile Workplace

SECOND EDITION

Trina Hoefling
Foreword by Didier Elzinga

STERLING, VIRGINIA

9781620362914_Hoefling_Working Virtually.indb iii 2/28/2017 9:44:46 AM

 COPYRIGHT © 2017 BY
STYLUS PUBLISHING, LLC.

Published by Stylus Publishing, LLC.

22883 Quicksilver Drive
Sterling, Virginia 20166-2102

All rights reserved. No part of this book may be reprinted

or reproduced in any form or by any electronic, mechanical,
or other means, now known or hereafter invented, including
photocopying, recording, and information storage and
retrieval, without permission in writing from the publisher.
Library of Congress Cataloging-in-Publication Data

Names: Hoefling, Trina, 1958- author.

Title: Working virtually: leading your organization and team,
and advancing your personal career,
in a mobile world/Trina Hoefling.
Description: Second edition. |
Sterling, Va. : Stylus Publishing, 2017. |
Includes bibliographical references and index.
Identifiers: LCCN 2016035684|
ISBN 9781620362914 (cloth : alk. paper) |
ISBN 9781620362921 (pbk. : alk. paper) |
ISBN 9781620362938 (library networkable e-edition) |
ISBN 9781620362945 (consumer e-edition)
Subjects: LCSH: Virtual reality in management. |
Virtual work teams. |
Teams in the workplace--Computer networks. |
Organizational effectiveness. | Personnel management.
Classification: LCC HD30.2122.H63 2017 |
DDC 658.4/022--dc23
LC record available at https://lccn.loc.gov/2016035684

13-digit ISBN: 978-1-62036-291-4 (cloth)

13-digit ISBN: 978-1-62036-292-1 (paperback)
13-digit ISBN: 978-1-62036-293-8 (library networkable e-edition)
13-digit ISBN: 978-1-62036-294-5 (consumer e-edition)

Printed in the United States of America

All first editions printed on acid-free paper

that meets the American National Standards Institute
Z39-48 Standard.

Bulk Purchases

Quantity discounts are available for use in workshops and for

staff development.
Call 1-800-232-0223

First Edition, 2017

10 9 8 7 6 5 4 3 2 1

9781620362914_Hoefling_Working Virtually.indb iv 2/28/2017 9:44:46 AM

 In the first edition of Working Virtually, I thanked Marianne
Weidlein as one of my “abiding earth angels.” She was a
prolific writer who kept me focused on being a teacher and
illuminator. She passed in the summer of 2015 while I was
writing this new book. I dedicate this edition to Mari and so
many dear friends, mentors, family, and teachers who have
passed recently.

—Trina Hoefling

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9781620362914_Hoefling_Working Virtually.indb vi 2/28/2017 9:44:46 AM
 CONTENTS

FOREWORD ix
Didier Elzinga

ACKNOWLEDGMENTS xiii

INTRODUCTION 1
The Network Is the New Workplace

PART ONE: VIRTUALLY MOBILE, ORGANIZATIONALLY ATTACHED

1. VITAL MIND-SET SHIFTS IN A MOBILE WORLD 13

2. VIRTUAL ROADBLOCKS AND ESSENTIAL DRIVERS 24

PART TWO: WILL VIRTUAL WORK HERE?

3. REDESIGNING THE WORKPLACE FOR THE

HUMAN NETWORK 33

4. SYSTEMS READY, PEOPLE WILLING, ORGANIZATION

ENABLED 44

5. BUILDING BLOCKS FOR VIRTUAL TEAM LEARNING 58

6. LEARNING FROM THE LAST 20+ YEARS 67

PART THREE: ESSENTIAL VIRTUAL COMPETENCIES

7. VIRTUAL LEADERSHIP DIFFERENTIATORS 75

8. HENHOUSES AND JAZZ MUSICIANS 91

When Is a Team a Team?

vii

9781620362914_Hoefling_Working Virtually.indb vii 2/28/2017 9:44:46 AM

 viii CONTENTS

9. MORE THAN SMARTS—VIRTUAL TEAM MEMBER

COMPETENCIES 100

PART FOUR: THE THREEFOLD PATH OF HIGH-PERFORMANCE

VIRTUAL TEAMS

10. THE FIRST PATH—DEVELOP YOUR TEAM 113

11. THE SECOND PATH—SUPPORT YOUR TEAM 123

12. THE THIRD PATH—PRODUCE SUCCESSFUL OUTCOMES 138

PART FIVE: FROM ME TO WE

13. COLLABORATIVE TOOLS THAT WORK 151

14. PRACTICAL GUIDELINES FOR VIRTUAL COMMUNICATION 168

15. VIRTUAL TEAM RISKS AND HACKS 185

PART SIX: EXPAND EMOTIONAL BANDWIDTH

16. VIRTUAL TEAM TRUST 197

17. VIRTUAL EMPLOYEE ENGAGEMENT IN

CYNICAL CULTURES 214

18. THE FOURTH PATH—LEAD YOUR CAREER 229

19. WHAT’S NEXT? 245

INDEX 253

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 FOREWORD

I
t is a testament to the forward-thinking of its author Trina Hoefling
that the first edition of Working Virtually was published almost 20 years
ago. Back then the idea of “telecommuting” was a new and unfamiliar
concept, so the fact that a book existed that explored a model to make it
work—and saw it for all its benefits, as well as challenges—was actually quite
a profound achievement.
Today a lot of organizations have remote employees. Some companies
like Automattic, who built the hugely successful WordPress platform, are
made up entirely of people who work virtually from all around the world.
This second edition of Working Virtually succeeds in highlighting concrete
actions that managers can use to engage virtual teams. It’s one thing to allow
your people to work remotely, and quite another to engage them in the
shared mission and values of your company.
I am CEO of Culture Amp, a company that helps other organizations
measure and improve how they engage their employees. I was surprised to
discover that not much has changed in the past 20 years when it comes to
engaging remote workforces. Building and developing a strong company cul-
ture is an increasingly important concept, and it’s a very powerful one—it’s
the only competitive edge that any company has. If you aren’t engaging your
remote employees in that process, you are failing them. Further still, they will
be failing you. It’s that simple.
The remote workforce is one that is here to stay. As Trina wrote when she
first published her book in 2001, “Virtual work was a ‘novel idea’ employed
to retain that exceptional employee.”1 These days, having flexibility is one
of the key drivers—and expectations—that attracts and retains talent. She
notes that “people will work for less or are less willing to leave for a job that
offers more, if they are able to work from home.” I doubt there is a CEO or
manager out there who does not have to address this.
So how do we make sure that today’s virtual managers are effectively
engaging their remote employees?
There were two things that really spoke to me in the book, mostly
because I saw them so clearly reflected in the values we have at Culture Amp.
Of course, I was pleased to see validation of those core beliefs in the work of
a respected authority on building engaged remote employees.

ix

9781620362914_Hoefling_Working Virtually.indb ix 2/28/2017 9:44:47 AM

 x FOREWORD

The first thing to speak to me was, as Trina points out, we have to

“change ourselves first” if we expect the same of others. Meeting the needs of
virtual workers can often be seen as something they have to initiate and own,
but that really is the wrong way to think about it. It takes two parties to make a
worker remote. Trina quotes Bill Jensen, who says, “If you want to lead oth-
ers into a strong future, you need to be keenly aware of how your own inner
truths, biases, fears, courage, values and dreams do or do not impact the daily
work of others.”2 At Culture Amp, we have a value that I believe encapsulates
this idea—and seeks to live it out in our working life: “Have the courage to
be vulnerable.” Don’t pretend to know what you don’t. Be open and honest
about your limitations and shortcomings.
If you are struggling to connect and collaborate with a remote team or
individual, stop and think about what it is that you can change, and openly
let your remote coworkers know how you are struggling—chances are they
are feeling the same way. Unless you identify issues in an open and trans-
parent way, it becomes hard to address them. As Trina says, “Cynicism and
judgments often limit our ability to learn and change, or at least slow us
down because we are convinced something won’t work (cynicism) or is a
poor choice (judgment).”
The lesson here is to try, and try without fear of failure. And when you
fail, seek to understand why, learn from it, and improve.
The second thing to speak to me and that I felt was so nicely articulated
by Trina when she talks about the value of trust is: “Trust others to make
decisions.” This can be especially hard when a team or person is remote, but
the benefit to individuals and companies is huge. Unfortunately, as Trina
reminds us, “In a virtual environment with technical monitoring, a sense
of Big Brother watching increases tenfold.” When you trust your people to
make decisions you unblock a lot of bottlenecks that exist in organizations.
We’re all familiar with scenarios where to get something approved it has to
cascade through three different teams and managers to see the light of day.
Companies that trust their employees benefit from smarter, quicker deci-
sions; better morale; and more engaged employees.
The same benefits exist for both remote and office-bound workers,
though building up that trust can often be harder when you work across
times and locations. Again, the change starts with you. The more you trust
your remote people, the more likely they are to live up to that trust. The same
for distrust: When people don’t feel trusted, they are likely to act that out.
Some other key takeaways for me were the following:

• “Technically enabled people can work virtually and still have a seam-
less connection to the team. In 2015, telecommuting was named the

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 FOREWORD xi

top desired employee benefit. No organization wants to lose its best

people because of a long commute, a spousal relocation, or child care
conflicts. Organizations experience 20% reduction in turnover when
virtual work is an option.”
• “Bring people together digitally and face-to-face, synchronously (live)
and asynchronously (when they work best). Organizations add value
when talent is supported and well deployed.”
• “The real purpose of virtual work is not to allow distance but to create
synergy without limitations of time or space.”

Anyone who wants to build stronger relationships across time, space,

and teams will find value in reading this book.

Didier Elzinga
CEO and cofounder of Culture Amp

Notes
1. Trina Hoefling, Working Virtually, Stylus Publsihing, 2017.
2. Bill Jensen, Future Strong (Melbourne, FL: Motivational Press, 2016), www
.goodreads.com/book/show/26583278-future-strong. Also, see Jensen’s TED talk:
“Are You Future Strong?” Tedxtalks.ted.com, added May 29, 2015, http://tedxtalks
.ted.com/video/Are-you-Future-Strong-Bill-Jens

9781620362914_Hoefling_Working Virtually.indb xi 2/28/2017 9:44:47 AM

9781620362914_Hoefling_Working Virtually.indb xii 2/28/2017 9:44:47 AM
 ACKNOWLEDGMENTS

I
t took a virtual team to write this book. When I first committed to a
revision, I thought it would be easy because so much of what under-
pinned the book in the late 1990s is still true today—to help people work
together better in an increasingly distributed work world.
People are brilliantly complex and amazingly consistent in how we
relate to each other and adapt to a changing world. The principles of virtual
teaming haven’t changed much. The work world of 2016, however, is trans-
formed.
Telecommuting was a concept more than a practice 20 years ago. Early
adopters successfully led the way, but working virtually was still mostly in a
pilot phase. The technology was tied to the desktop. The user interface wasn’t
seamless yet, let alone integrated. The Internet of Things was science fiction.
Today people understand the concept of mobile work, but I underestimated
how challenging a book update would be.
Generous flexwork and telework colleagues contributed richly to this
book. I’d like to thank the book’s team, even though I’m the only named
author.
Charles Grantham helped with ruthless cutting and generous reminders
that we write the next book only because we forget the pain of writing the
first. His early and progressed wisdom about virtual work is astounding.
Eddie Caine has been a colleague since the 1990s, a champion of public-
private partnerships that enable companies to bring work-life balance through
telework initiatives. As a content reviewer and subject matter expert, his cli-
ent examples and observations were invaluable. Always pragmatic, Eddie
kept me focused on what most matters—the virtual leaders and their teams.
Kathy Kacher, a respected researcher, consultant, and trainer in flex
work, shared tools and assessments, research reports, and thoughtful conver-
sations that raised my standard.
Susan Krautbauer, a woman of many talents and strategic genius, devel-
oped graphic images.
Kevin Ward, colleague and friend, nudged me to start writing again.
Judith Light, Lisa Rice, and Erik Otto called up their copyediting skills.
Allison Kessler and Steve Dorn added examples, hacks, and perspective
as content reviewers. Their insight and clarity elevated the book.

xiii

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 xiv ACKNOWLEDGMENTS

I’d like to acknowledge all who responded to my survey and interview

requests. I can confidently say this book is grounded in real virtual teamwork
practices.
John von Knorring, my publisher, was patient during a year of unex-
pected events that took me away from the manuscript too often.
I’m blessed with earth angels and tribal drummers who support me. To
all those named and unnamed, here and passed, who have emboldened and
supported me as I traveled this writing path . . . thank you.

Trina Hoefling

9781620362914_Hoefling_Working Virtually.indb xiv 2/28/2017 9:44:47 AM

 INTRODUCTION
The Network Is the New Workplace
“There is no end to education. It is not that you read a book, pass an examination, and finish
with education. The whole of life, from the moment you are born to the moment you die, is a
process of learning.”
—Jiddu Krishnamurti

Work—and How We Are Compensated for It—Is Changing

Work is a collection of activities we undertake to add value to an enterprise
or community for which we are compensated. But we’re just not working in
the same old way.
Smart technology applied to enterprise solutions has changed the way
we work and manage. It has also impacted the traditional employee con-
tract. Though the U.S. tax code and much of our societal mind-set haven’t
changed as quickly, much of the U.S. workforce is already doing transactional
work that is provided by contract workers—freelancers, contract employees,
consultants. U.S. political rhetoric speaks of job creation with little under-
standing that many U.S. workers (forecast to be half by 2020) are working
independently and often virtually.1
The nature of the employment contract has a direct impact on how vir-
tual teams are managed and led. Virtual leaders are managing alliances more
than controlling work or managing individuals.2 Organizations with flex-
work options attract a more agile workforce from a bigger talent pool.
This book applies best practices to working virtually in the context of
this changing workplace landscape. More of us are collaborators with portable
skills. We see ourselves as companies of one, navigating our own career path,
no longer following one laid out for us by our employer. In 1989, Charles
Handy wrote about the emergence of portfolio workers—individuals who reject
the notion of a single, permanent job. Today’s millennial workers think as
portfolio workers. In 1997, Daniel Pink started the Free Agent Nation when
he became an independent contractor himself.3 Flexible work options and tel-
ework are no longer an emerging trend. We’ve surpassed the tipping point,
and they have become normal.

9781620362914_Hoefling_Working Virtually.indb 1 2/28/2017 9:44:47 AM

 2 INTRODUCTION

This book provides a clear road map to navigate today’s work realities
while producing team results and working virtually. This book is for the execu-
tive who focuses on integrating networks of teams, working with information
services to set up real-time information networks, connecting more and con-
trolling less, and adapting performance management processes to be more
team driven and technology leveraged. For those just beginning, Working
Virtually has practical advice for leading changes in an enterprise that is pre-
paring for virtual work.
You’re reading this book because you want to learn more about virtual
work. Maybe you’re looking for a permanent job offer or promotion. Maybe
you are like a lot of us, a little collaboration technology intimidated and afraid
to look dumb. Maybe it’s simply a way of remaining employable. Or like the
traditional reader of the first edition, perhaps you work or manage virtually.
This book is for the professional who works from an office, a home, or a
hotel. You need to know about the process of getting your enterprise, your
teams, and yourself enabled for virtual collaboration. This is not a technol-
ogy how-to book, though you will learn something more important—the
principles and guidelines to select and use tools well.
This book is written to and for the virtual leader. It shows managers a clear
path to develop, support, and lead high-performing virtual teams. Working Vir-
tually provides an understanding of the context in which we all work, as well
as the roles and responsibilities that go with a career in the mobile workplace.

Worker: Brings Talent to an Organization, Exchanging It for

Money
Worker is a lowly term. Work isn’t an exciting word. A Wikipedia search of
“worker” redirects to “laborer.”
Regardless of label, however, we work for hire. Therefore, for convenience
as a reader of this book, you are a worker. I mean great respect. Workers bring
their talent to work—often virtually. You are also a leader. Today’s teams
collaborate, and the best ones manage themselves. If you’re a virtual worker,
you are a coleader for bridging virtual distance, a responsibility that is seldom
formally defined in the contract.

Virtual Workers
Most people think of virtual workers as telecommuters, but that is only one
type. Eddie Caine, a nationally recognized and oft-quoted expert with more
than 25 years’ experience, defines virtual workers as not only teleworkers but
also

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 INTRODUCTION 3

• nontraditional workday extenders who work evenings and weekends,

• part-time or occasional teleworkers,
• job sharers, and
• remote employees from a satellite office or traveling employees.

Leaders work collaboratively with human resources, information tech-

nology/information services, and facilities departments to determine the
equipment, real estate, and policy requirements for each type of worker.
Office and digital network design warrants some systemic thought.

Network: The Vehicle and Platform of Work

We are in a relationship with technology. We are nodes on vast interlock-
ing networks across work and home. We must navigate the changing work
habitat and our careers. If you think of yourself (and your team) as connectors
(or nodes), your value grows as you forge stronger ties with your professional
networks—all enabled digitally.4
We can’t talk about work without referring to the network. Work is built
on networked technology platforms, even if team members are not working
virtually. The leading dictionary definition of a network is a group of two or
more computer systems linked together.5 Networks in virtual organizations
are the structures we use to connect and communicate.
Professional and social media networks are increasingly part of work life,
too. They include the people and groups with whom we stay connected. These
are purposeful relationships we develop face-to-face and online through
social media, such as LinkedIn.6
The network has expanded to embrace the technical and human, and
they are inseparable.
Professional relationships inside and beyond organization boundaries are
essential to career success. Many service firms expect their people to develop
a robust internal network, taking an active role in sourcing projects for them-
selves under the organization umbrella. More organizations are considering
the value of a candidate’s professional network in hiring decisions, leveraging
the node that is you.

This Book Is for You If . . .

You are reading the right book if you work with, lead, or support teams
who aren’t always together at the same time. Human resource, information
technology/information sciences (IT/IS), and facilities professionals will
benefit from reading this book.

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 4 INTRODUCTION

Executives will see their organization differently if they read this book.
Organizations coordinate work through networks of teams, and any who
read this book will see the power of a technology network built for relation-
ships.
Team managers are the obvious audience and beneficiaries of Working
Virtually, as are virtual team members. Everyone influences the team’s success
and, therefore, is a virtual team leader. Here are some of the key questions
answered in this book:

• How will virtual teams affect the organization’s culture? Our team’s
esprit de corps?
• How will I know people are working? How will my manager know I
am working?
• How will I coach people and support a team I don’t see?
• Can we trust each other?
• How will I get what I need and not feel isolated?
• Am I using the technology correctly and using all the capabilities my
team needs?
• How will working virtually affect my career?

At the core of these questions is one answer: Learn how to maintain strong,
trusted relationships, digitally and in person.
Everyone must build and nurture relationships across time and distance,
even the traditional office employee. Understanding today’s work realities
helps map a strategy to thrive in today’s mobile work world. Working Virtu-
ally provides a guidebook that works today. In reading, discover what works
for you and your virtual team.

Why Working Virtually Now? Because It Matters

The way we connect has evolved since the first edition of this book was
published at the turn of the twenty-first century. Virtual connection mat-
tered then, but it was a limited set of options, usually blended with in-office
team time. Virtual connection is easier now as technology has transformed.
It matters even more since many teams are virtually full-time.

People Matter
Technology is an indispensable team enabler, but people are still the key. To
adapt President Clinton’s famous quote, “It’s about the people, stupid.” Despite

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 INTRODUCTION 5

the changing employer-employee contract and rapid increase in work auto-

mation that eliminates some positions, people are essential. Many of us have
looser ties to our employers, but we still want to do work that matters with
people with whom we work well. In a virtual work world, team members
need support, whether traditional employees or contracted experts. Everyone
needs to be enabled to collaborate virtually and motivated to perform well.
As this book will reveal, teams won’t get that support without competent
leadership. Many organization and virtual team leaders stifle productivity
without knowing it. This book shows how to unleash talent, and how to do
it virtually.

The Virtual Leader Matters

The virtual manager is the key influencer of work satisfaction and employee
retention. The team leader is key to knowing how our work contributes, and
that we are valued. The manager greatly influences how committed people
will remain to the team and the organization. In a mobile work world, lead-
ers must reexamine how to reward and lead through virtual influence, reach-
ing out so people want to bring their intelligence and creativity to the team.
Leaders who genuinely connect virtually with their people are, simply, better.

Technology Matters
Technology is a disrupter and an enabler; we are virtually mobile and organi-
zationally connected. We must master relationships with people and tech-
nology, using the network and collaborative tools to come together. Today’s
executives are rightly focused on redesigning organizations to be digitally
integrated and network based—a network of teams.7

What You Will Be Able to Do After Reading This Book

Unleash your own and others’ talent, clear obstacles, and collaborate with
people face-to-face and virtually. Lead engaged virtual teams, whether you
are a team member or manager. Learn to develop and nurture authentic,
trusting relationships across the digital divide. The role of technology has
grown dramatically since publication of the book in 2000, and it continues to
drive the way we work and manage. Performance management is more auto-
mated—for example, by leveraging task and project management tools. You’ll
learn when and where to use technology to manage people and to collaborate.

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 6 INTRODUCTION

What has not and cannot be automated, however, is the team. When people
come together as one, they hope to form a team that comes to think of itself
as a dynamic force. Teams don’t just coordinate intellect and skills. They open
themselves to the potential of doing something together that none could do
alone. The organization’s integrated technology facilitates collaboration, but
the virtual leader and team members make it happen.
Evolve your practices from what you learn in this book. Use and adapt
technology and tools that support the people part of virtual teams—the
uniqueness only you and your team can be.
Go to the book’s information website (www.WorkingVirtually.org) and
download additional tools and assessments to improve your virtual work and
team, available free for book readers. Start building your tool kit.8
Included as a thank-you gift is a FREE BONUS CHAPTER: Virtual
Meeting Management.

How to Navigate the Updated Edition of Working Virtually

I have curated workplace flexibility experts’ experiences, sought client input,
and interviewed all levels of the organization, exploring what has changed
in the last two decades, not wanting to rely on just my own client work.
This second edition incorporates shared wisdom into a road map for virtual
mastery. This book travels a Threefold Path to team performance, as shown
in Figure I.1. This edition also introduces the Fourth Path to a successful
professional career. The team leader begins the team on the development
path, launching or repositioning the virtual team to work together well. The
support path begins while forming the team and continues throughout the
life of the team, closing the distance that comes with virtual work. The out-
comes path produces results that bring it all together for the team. Mission
accomplished.
The book is laid out so you can go directly to the section or chapter you
need most, though a front-to-back read is obviously what I hope you choose
to do. Table 1.1 provides a quick reference of each part.
Part One speaks to how the workplace is mobile and the current state of
flex work, telework, and virtualization. It also warns where to shift mind-sets
to thrive in a mobile work world. It defines drivers and blocks to virtualizing
their operations for collaborative work, including cost savings and effective-
ness statistics.
Part Two assesses an organization’s virtual effectiveness. You also have
access to free downloadable resources, a virtual readiness assessment and

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9781620362914_Hoefling_Working Virtually.indb 7

Figure I.1. The Threefold Path for high-performance teams.

O1 PATH TWO
SECOND PATH
Support the Team
Support the Team
Community.
FIRST PATH Community:
- Maintenance
- Maintenance
Create a Cohesive Team The - Emotional Bandwidth
Culture:
- Synergy
MIND SHIFTS - Team Development Threefold - Assistance EMPLOYEE ENGAGEMENT
- People, Not Place - - Planning
Path - Interpersonal Caring
- Network Is the Workplace
- It’s All Part of the Job
- Structured Trust
for O2 - Organizational Commitment

High-Performance Teams

O3 THIRD PATH

Produce Successful Outcomes:

- Celebration
- Quality Deliverables

Change the Definition of Work Follow the Threefold Path Enjoy Strong Relationships
© 2016 - Trina Hoefling, The SMART Workplace
2/28/2017 9:44:47 AM
 8 INTRODUCTION

TABLE I.1
Navigating the Book’s Reading Path

Part One: Virtually Mobile, Vital mind shifts, virtual drivers and blocks
Organizationally Attached
Part Two: Will Virtual Work Redesign of the workplace systems and processes
Here? to leverage mobility
Part Three: Essential Virtual Virtual team leader and member competencies,
Competencies team qualities
Part Four: The Threefold Virtual team leader and member competencies;
Path of High-Performance team qualities; and team development, support,
Virtual Teams and results management
Part Five: From Me to We Technology, tools, and communication for
collaborative teamwork
Part Six: Expand Emotional Having relationships based on trust and generos-
Bandwidth ity, engaging virtually, and navigating the fourth
path to a successful career

sample opportunity profile matrix, so you have a point of comparison for

your own organization.9
Part Three provides the information you need to be, hire, and develop
competent team leaders and virtual professional team members. It discusses
stages of development for new virtual workers and teams, and how the manager
can respond. It lays out the Threefold Path for high-performance virtual teams.
Part Five steps through many pragmatics to build a virtual toolbox for
the team. Communication and tool choices impact relationships and trust
and team results.
Part Six focuses on the interpersonal dynamics that build trusting teams
and expand the emotional bandwidth in relationships. We examine what it
takes to have a virtually engaged workforce and set up professionals for lifelong
career success. The book ends with a chapter on my thoughts about what’s next.

Why Am I Your Pathfinder and Guide?

I’ve been at this for a while. I developed an early remote management train-
ing program in 1984, before telecommuting or virtual work had a name,
in an effort to help engineers in a global corporation manage matrix-based
project teams built on expertise, not geography.10 They were separated by
culture, continents, and language, but they were connected by a shared team
mission. We didn’t have a word for virtual team management then. I still

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 INTRODUCTION 9

help individuals and organizations work together better after all these years,
often virtually. I wrote Working Virtually: Managing People and Organiza-
tions for Virtual Success, first published at the turn of the century, while
I was Telecommuting Success, Inc.’s vice president of training programs.
I’ve continued to grow as I provide strategic organization transformation to
organizations seeking to retain an engaged virtual workforce. At the same
time, too little has changed when I work with people. Good people struggle
to help people work together, especially virtually, prompting me to curate
what I’ve learned. I sincerely hope my update is helpful for today’s mobile
workforce.

Notes
1. Dan Schwabel, “10 Workplace Trends You’ll See in 2016,” Forbes, Novem-
ber 1, 2015, www.forbes.com/forbes/welcome/#6bbe75a4456e1fe51497456e
2. Reid Hoffman, Ben Casnocha, and Chris Yeh, The Alliance: Managing Tal-
ent in the Networked Age (Boston: Harvard Business Review Press, 2014).
3. Daniel H. Pink, “Free Agent Nation,” Fast Company, December 31, 1997,
www.fastcompany.com/33851/free-agent-nation
4. “Node (computer science),” Wikipedia, last modified July 2015, https://
en.wikipedia.org/wiki/Node_(computer_science)
5. “Network,” Webopedia, www.webopedia.com/TERM/N/network.html
6. Trina Hoefling, “Making Your Net-Work,” public workshops, 2006–2015,
various locations.
7. Deloitte University Press, “Global Human Capital Trends 2016: The New
Organization: Different by Design,” https://forms.workday.com/us/landing_page/
webinar_deloitte_global_hcm_trends_report_lp.php?camp=70180000001EaaM&
campid=ussm_lip_c_hc_no_15.151
8. www.WorkingVirtually.org
9. Go to www.WorkingVirtually.org for additional resources and assessments.
Download a free bonus chapter on how to manage virtual meetings!
10. Team managers in the U.S. Midwest were managing engineers in Japan.

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9781620362914_Hoefling_Working Virtually.indb 10 2/28/2017 9:44:48 AM
 PA RT O N E

V I RT UA L LY M O B I L E ,
O RG A N I Z AT I O N A L LY
AT TA C H E D
“We are all virtual leaders, whether we have the title or not.
We are all virtual team members, whether we’re in charge or not.
We all work from wherever we are, digitally connected,
whether we telecommute or not.”
—Trina Hoefling, Working Virtually: Managing People for
Successful Virtual Teams and Organizations, first edition

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9781620362914_Hoefling_Working Virtually.indb 12 2/28/2017 9:44:48 AM
 1
V I TA L M I N D - S E T S H I F T S I N
A MOBILE WORLD
“Learn how to see. Realize that everything connects to everything else.”
—Leonardo da Vinci

“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the
one that is most adaptable to change.”
—Charles Darwin

“The most dangerous place to make a decision today is in the office. I run most of my business
from my phone. . . . Everything is connected, collaborative, and mobile.”
—Ulrik Nehammer, CEO, Coca-Cola

H
ow we think defines what we see and how well we lead. Our mind-
set limits or opens us to adapt. In 1996 Atlanta, Georgia, hosted
the Olympics. Coca-Cola brought my company in to prepare for
traffic congestion since their offices were located near Olympics events and
hotels. We developed a temporary telecommuting work plan. Concurrently,
we conducted a Telecommuting Readiness Assessment to see if this could be
a pilot program from which Coca-Cola Corporate could implement a fuller
virtual work solution.
The Olympics initiative went well, but they were not ready for telecom-
muting. The infrastructure, job analyses, and capabilities were in place. The
culture, however, was not. In the mid-1990s, status and prestige were obvious
at Corporate. Office grandeur, tailored suits—image mattered culturally as
well as implicitly; it was a reflection of status.
No change plan could quickly change the hearts, minds, and egos of
upwardly mobile managers. It was too much to go against a cultural norm
that was, quite literally, grounded deeply in that building. Instead of saying
no to telecommuting, however, leadership decided, “No, not now.” Culture,
13

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 14 VIRTUALLY MOBILE, ORGANIZATIONALLY ATTACHED

especially perks such as large offices, had to change first to break a strong
career incentive that was deeply woven into their way of being. Once perks
began to decouple from office spaces, mind-sets changed, followed by cultural
shifts. As years passed, Coca-Cola changed. It got virtual. CEO Nehammer,
quoted at the beginning of this chapter, is a global leader, not in downtown
Atlanta. The CEO is a virtual worker.

Visionary Leader or Nineteenth-Century Executive Mind-Set?

The German Post Office held the first management conference in 1882,
for CEOs only. The conference was for one purpose: to help CEOs not be
afraid of the telephone. Nobody showed up. The invitees were insulted; the
idea that they should use telephones was unthinkable—telephones were for
secretaries.
The same story applies to executives not long ago about the personal
computer. Today, everyone has multiple devices—computer, tablet, smart-
phone, all backed to the cloud—that simplify our smart lives. Technology is
no longer science fiction; we’ve become the Internet of Things. The iPhone
broke through in record time, an indication of the pace with which we adapt
today. It took 76 years for the telephone to reach half the population. The
smartphone did it in less than 10 years.1 The iPad penetrated even faster.
Ninety-six percent of workers use the Internet, e-mail, and mobile devices
to work; 81% of employees spend an hour or more on work-related e-mail
during the workday.2
Our behavior has shifted individually, and so has the virtually mobile,
smart organization. The way Coca-Cola used the Olympics to explore a more
virtual workforce is laudatory. It adapted its culture to fit the mobile work-
place. Despite its entrenched incentives, Coca-Cola’s leadership saw what
needed to happen—shift mind-sets to fit today’s world—and it successfully
changed. How much has your mind-set shifted to match a virtually mobile
work world?

TABLE 1.1
Mobile Work Mind Shifts
1. “Best Fit” Environment
2. The Network Is the Workplace
3. The Paradox of Meaningful Work and Looser Employment Ties
4. Reward Collaboration Over Individual Expertise

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 VITAL MIND-SET SHIFTS IN A MOBILE WORLD 15

Organizations and leaders who are ready to thrive virtually adapt to cre-
ate the best fit workplaces that support their people in achieving the organiza-
tion’s mission. As Table 1.1 shows, best fit considers the virtual and colocated
work environment, organization culture, and teams structured in ways that
fit the work being done.

Mind Shift #1: “Best Fit” Environment

In a virtually mobile organization with collaborative capabilities, the work space
is decided on “best fit” environments. Offices and team spaces are resources,
not status symbols. People don’t think of a designated work space (except their
computers and devices), and work is an ongoing event based on responsibili-
ties, not a physical place. Organizations are learning to do the following:

• Transform a virtual workforce into a functioning virtual organization

with viable teams who find meaning and satisfaction from the work
and colleagues—across time and distance—while producing results.
• Design business operations and work spaces to be more collaborative
and responsive to what workers need.

It may seem counterintuitive that groups can link more cohesively across time
and space than happens typically in person, but it is counterintuitive only if
you believe face-to-face interaction is essential to develop team trust. Face
time can quicken relationship development, but it is not essential and poten-
tially not even best, depending on the work performed. Many organizations
function in a matrix today, meaning that managing multiple relationships
is a core competency for everyone, not just managers or executives. Team
members belong to multiple teams simultaneously—based on function,
project, and customer initiative. Showing up for multiple team meetings by
web conference, without leaving one’s workstation, is a significant time-saver.
Talent availability and bandwidth are, more than ever, less limited by a physi-
cal workplace.

“Best Fit” Organizations

“Best fit” organizations integrate operationally. Enterprise solutions enable
people to work together in many ways, such as face-to-face conference rooms
(colocated office space) that are web enabled (allowing virtual participa-
tion). This means an equal opportunity for integration of a distributed talent
pool. Some teams are obviously virtual, fitting their organization structure
to accommodate distance, but other teams are less obviously so. In today’s

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 16 VIRTUALLY MOBILE, ORGANIZATIONALLY ATTACHED

global marketplace, for example, most executive teams are virtual already,
made up of leaders based on value, not place. Even if executive offices are
colocated, executives usually have little face time, but connect virtually on
a frequent basis. Department teams may be wholly colocated, blend office
workers with telecommuters, or be completely virtual. When organizations
realize how integrated and virtual we already are, redesigning office space and
business processes for best fit happens naturally with little curve.

“Best Fit” Teams

How a team structures itself depends on the team’s purpose. One structure
does not fit all. Traditionally, employees were members of one “fixed” depart-
ment and perhaps on committees, maybe stretch assignments. Today, multiple
team memberships are common. Organizations are made up of networks of
teams, and team members are connectors in those networks.
Agile teams form and reform readily. The proverbial revolving door of
rolling entry and exit needs leaders to jump-start team relationships. Seldom
does a team begin and end together. You know you’re a twenty-first-century
worker when you’ve worked for five organizations in two years without
changing desks! Team members are recruited for their expertise and influ-
ence, not based on hierarchy. Teams often share leadership and are somewhat
self-directed. And most teams are, at least partially, virtual.
The First Path of virtual teams facilitates the fast formation and agility of
high-performance teams because it follows the principle of best fit. Members
fit a team based on multiple factors, such as expertise, functional (perhaps
political) representation, professional fit, or simple availability. Team mem-
bership may shift based on project stage or assignment to a customer or
value stream. The team may include workers who go to a traditional office,
telecommuters, and traveling employees.
Teams are also increasingly made up of members who cross organizational
boundaries, including customers, strategic partners, contract specialists, or
vendors. Cross-organizational alliances require “fitting” knowledge-sharing
infrastructure to be secure while encouraging open sharing and protection
of organizational boundaries, such as intellectual property and proprietary
processes. Fitting includes facilitating easy cooperation across permeable
organization boundaries while managing risk and learning to quickly fit
together and be effective fast.
All this serves to increase team and organizational leaders’ need to man-
age, onboard, and coach differently, enabling people to work where and how
best fits them. In the coordination of team activities, the team members
develop a way of working together that “fits” them.
Do you think Best Fit?

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 VITAL MIND-SET SHIFTS IN A MOBILE WORLD 17

Mind Shift #2: The Network Is the Workplace

It is no longer necessary to go to a place to perform basic functions—
buy, sell, train, collaborate, or recruit. LinkedIn has virtually replaced the
long-form resume. Organizations can distribute organization learning fast
through knowledge-sharing networks and online learning platforms. Inte-
grated organizations leverage intellectual capital, making it available through
the digital network. Virtual work gives organizations the agility to increase
speed, expand expertise, and access strategic opportunities to better meet
customer demands—with less expense.
Design thinking is evolving as business leaders rethink how to structure
the organization into a network of collaborating teams. Virtual work is no
longer a last resort to keep a good employee; it’s not a compromise when
people can’t meet in person. It is not an overlay, a replication, or a poor
substitute. It is our way of working. IT has transformed intranets to be more
than a place to store our data and files; we connect there.

What Is the Network?

A company network is the culmination of basic virtual work processes and
systems, and the people. It is the road, the car, and the map. Think of the
network as how:

• Work is done.
• Teams are built.
• Knowledge is shared.
• Complexity is managed.
• Relationships are developed.
• Agreements are solidified and trust is maintained.

The organization is literally built around the interconnectivity of virtual,

human, and electronic networks, not a physical workplace. We are hyper-
connected already; we can watch The Voice on broadcast media, smart
devices, and the Internet, all available 24/7. Why not leverage that hyper-
connectivity at work? Why add 20% to the average person’s workweek in
commute time? Whether Samantha drives 10 miles to an office or walks
down the hallway at home, she will be logging into the network, check-
ing e-mail, handling correspondence, and responding to people—probably
without talking to anyone. She is a virtual worker, regardless of whether she
telecommutes.
Where do you work?

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 18 VIRTUALLY MOBILE, ORGANIZATIONALLY ATTACHED

Mind Shift #3: The Paradox of Meaningful Work and Looser

Employment Ties
This is a time in work history when we are less tied to our employers and not
tied to a desk. The trend continues to loosen organization ties with shorter
contracts. At the same time, we seek more connection with others. We’re in
a paradox in this increasingly virtual work world, where team members are
more geographically and physically isolated not only from their team but also
from their organizations. The isolation of virtual work along with a short-
timer mentality makes the virtual leader’s job challenging.
Since the Industrial Age, managers have tried to motivate employees,
so creating a motivating environment today is nothing new. Unfortunately,
when surveyed, employees continue to say that we are failing to engage their
hearts and minds. Many report feeling isolated from their teams, disengaged
and unmotivated. Many hope to change to a job where they can engage and
make a difference. The good news is managers and workers want to be part of
committed, high-performance teams. The virtual challenge is that distance
can slow down the onboarding and enculturation process if the organization
isn’t designed for inclusion and virtual collaboration, and if the manager isn’t
prepared to lead talent virtually.
Are you connected to your team and organization?

Mind Shift #4: Reward Collaboration and Openness Over

Individual Expertise
Esko Kilpi, founder and principal of a leading research and consultancy
firm working with the challenges of knowledge work and digital work envi-
ronments, says, “The focus should now be on cooperation and emergent
interaction based on transparency, interdependence and responsiveness. It
really is a fast-and-loose world.”3 Organizations are often well-connected
digital networks, yet results prove teams aren’t fully maximizing collabora-
tion. One leading inhibitor is the organization’s tendency to define a person’s
value by how much expertise she holds. Hiring contingent workers encour-
ages skill-based hiring, and it makes sense. At the same time, a competency
plug-and-play approach to team formation is only one facet of hiring a well-
balanced team. It implies our unique expertise increases our value because
of what we alone know, more than sharing our wisdom does. It’s actually a
disincentive to collaborate with the team. If a team member’s value depends
on unique contribution, peers become competition, not allies. Workplace
reward systems, compensation, and performance appraisal need to reward

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 VITAL MIND-SET SHIFTS IN A MOBILE WORLD 19

information sharing, not hoarding, and team performance as well as indi-

vidual results. Examine and structure your systems for collaboration, not
vicious, hidden cycles of built-in internal competition.

Two Tenets to Enable Generosity and Openness

Colocated work environments facilitate knowledge sharing, accidentally
and simply by being present. Even in a mobile work world, knowledge
is often shared due to proximity, timing, mentoring, or intentional alli-
ances. Virtual work can create literal distance between knowledge and the
people. Workers are left out and disengaged; performance is at risk when
vital information isn’t flowing and people hesitate to ask for help virtually.
Accidental communication is and always will be a part of how people learn
and collaborate.

Tenet 1: Look for Spontaneous Connections With Your Virtual Team

Intentional knowledge sharing should be formally structured and
rewarded, of course, but there is power in informal sharing. In the emerg-
ing and boundary-crossing global workplace, with the hyperconnected-
ness of “smart” devices and shared apps, it’s easy to capture and share
intelligence. It’s easy to start team chatter and cross-team conversations
by facilitating informal and accidental learning while helping people get
to know one another. Currently, most knowledge sharing is reliant on the
manager to facilitate (and sometimes learning and development depart-
ments). Having managers be the conduit to the team is just too slow,
unreliable, and costly. Does your organization rely on managers to cascade
organization communication? For the informal manager, virtuality may
have introduced new constraints to cascading organizational news. Are
your virtual teams as well informed as those who work at a corporate
office?

Tenet 2: Structure Knowledge Sharing and Information Dissemination

Time is of the essence to shift organizations toward open collaboration,
rewarding team success over individual excellence. Corporate America is vul-
nerable. As far as I can tell, most companies are not managing knowledge
sharing and organization wisdom capture well, even though they could. I
facilitate in the board room and engage and listen in the trenches. I “hear”
into executive thinking while also “seeing” into the belly of the operational
beast. What I see is unsettling—scary misalignment between a networked
organization’s strategic thinking and what gets rewarded in their everyday
systems, processes, and management practices.

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 20 VIRTUALLY MOBILE, ORGANIZATIONALLY ATTACHED

Simply put, if performance management, appraisal, and pay remain

individually focused (and, therefore, competitive at its core), all the best col-
laboration tools and training won’t be enough to get people to become part
of high-performing teams. Authentic collaboration comes when people not
only are technology enabled but also are connected to their team and care
about team results as their first priority. They know if the team wins, every-
body wins.
Open sharing, passing wisdom on to others, fundamentally changes a
culture. It won’t happen if it’s not mapped to how people are paid. Tradition-
ally, people were rewarded based on rugged individualism, on their propri-
etary wealth of knowledge. Today, hoarding expertise is a barrier to virtual
teams and organizations. Unintentional virtual worker ignorance because of
poor virtual communication risks performance. If a networked collaborative
mentality is to emerge organizationally, generous sharing must be rewarded.

Boomers Are Taking Knowledge With Them When They Go

Another organization issue is a frightening vulnerability. People are retiring,
letting organization knowledge leave when they do. Right now, one-third of
baby boomers, the organization wisdom keepers and experts, are eligible to
retire.4 If not actively managed now, much organization wisdom retires with
them. I see strategic conversation, but not enough action.
At the least, encourage people to generously pass along the wisdom.
Much “work” contribution is primarily mental, not muscle.

People Will Share What They Know—If

It shouldn’t “cost” workers to cooperate; rather, they should be rewarded for
being nodes in the network, connectors and coaches. Financially reward it.
Social network analysis can directly and objectively measure who is a valuable
node in the organization.
A robust knowledge management infrastructure also quickly enables
people to access help when needed. Just as anyone can access a universe of
knowledge through Google search, so should a virtual team member be able
to access a wealth of organizational knowledge without leaving the work-
station. Organizations that fail to technically integrate and culturally col-
laborate will never fully engage the workforce or unleash all the intelligence
available. Too much will leave with the boomers.
How organizations address training also changes in a collaborative orga-
nization, and more so when virtual. Training is no longer reserved for “learn-
ing events.” Information-rich employees become valued resources in the
network—coaches and teachers. While classrooms and other synchronous

9781620362914_Hoefling_Working Virtually.indb 20 2/28/2017 9:44:48 AM

 VITAL MIND-SET SHIFTS IN A MOBILE WORLD 21

training opportunities still have value, so does the need for continuous
and readily available modular learning on demand, anytime, often online.
MOOCs5 and other on-demand learning portals6 are primary learning
resources, cutting T&D budgets or redirecting budgets to strategic leader-
ship and talent development, while providing vast resources to employees.
Open, collaborative cultures unleash potential for dramatic expansion
of organization capability. Learning happens anytime through many modes.
How does your organization encourage sharing and collaboration?

How Do We Work Together if We’re Working Apart?

Disengaged virtual workers are not only isolated but also dangerous.
At the management level, if distributed team members do not have a
clear sense of how their work “fits in” with the overall plan, they risk disen-
gagement and missed performance metrics. Individual efforts run a greater
risk of being misaligned with strategic priorities and team goals, regardless of
how hard individuals may be working. I’ve facilitated heart-sinking conver-
sations when the worker and manager both realize that the worker was not
laying off work, but feverishly working in the wrong direction. Communica-
tion had broken down.
Virtual work demands everyone’s commitment to communicating—lis-
tening and speaking up. How else will the team ensure everyone is working
on the right track? This isn’t optional. The team depends on each other.
Individually and collectively, the “virtual job” creates outputs that come from
coordinating work, managing each other, negotiating competing priorities,
and delivering team outcomes through coordinated efforts. Lead and com-
municate actively. Be a role model. Teamwork supports the adage that two
brains are better than one. Workers who want to be part of high-performance
teams also want a voice in defining the quality of their work lives and organi-
zations. They want more than “just a job.” In order for any collection of
individuals to function as a team that is able to respond, barriers need to
fall between managers and employees, among the network of teams, across
geography and culture, and within operations seeking efficiency while flex-
ibly serving the customers. We’re in this together, communicating and con-
necting.

What Makes an Organization Come Alive and Take on a Life of

Its Own?
A healthy organization community is a collective of what is held in com-
mon by its members, a “creation of some jointly imagined possibility.”7 A

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 22 VIRTUALLY MOBILE, ORGANIZATIONALLY ATTACHED

company is not a thing that preexists, which people join to merely contrib-
ute “outputs.” It is a living organism that changes based on the collective
beliefs and actions of its members. I’ve been with virtual organizations that
are alive and buzzing, more like a beehive of collective focus. The air almost
vibrates across the airwaves; nothing can disrupt enthusiasm and belief. And
I’ve more often seen the opposite (it’s often why I’ve been called in). It’s so
simple that most miss it.

It’s About Us!

Whether colocated or distributed, team members are more committed to the
organization when they see how they contribute to its very existence, even if
they contribute for only a short time. Their commitment may be to be reli-
able workers, and not to seek ambitious careers—to be engaged employees,
happy when they are contributing.
Distance does not need to create distance. The virtual environment
appears to risk increased disconnection and isolation, and it may, if the
organization leaders do not do the following:

• Shift toward a more systemic, integrated view of the organization,

and communicate with everyone to know how they fit into the whole.
• Support the network infrastructure that facilitates hyperconnection.
• Actively support a culture where workers share in the rewards of team
collaboration.

Leaders should encourage and help people develop relationships across

and beyond organization boundaries, and bring people together digitally
and face-to-face, synchronously (live) and asynchronously (when they work
best). Organizations add value when talent is supported and well deployed.
In a virtual environment, traditional status barriers disappear, or at least
become less visible—such as office size and other status perks—and uncon-
scious cultural biases and even some office politics become less relevant. With
fewer barriers to keep us apart, collaboration can thrive.

Don’t Wait for Them

You may not be in a position to affect operational priorities, and your organi-
zation may not have shifted mind-sets yet. You can do something. One leader
had a “corner office status issue.” He proposed a plan to remove the status
barrier by mandating work away from the office. People were to use the
office as an exception, and be there less than a certain percentage of work

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 VITAL MIND-SET SHIFTS IN A MOBILE WORLD 23

hours. This unusual move lowered the barrier to having conversations across
status because of office floors, posted titles, or doors. The temporary man-
date forced people to shift their habits, and, perhaps most importantly, it
was applied fairly. Even executives agreed to the mandate. In this example,
distance created togetherness.
Collaborative work cultures are often thought of as an organizational
ideal—a value, not an operational requirement. Social time in meetings gets
pushed aside for urgent agendas, for example. If people interacting is the
actual process of work, and collaborative technology platforms are set up to
help us function as a network of teams, then isn’t now the time for us to get
good at collaborating virtually?
As you read this book, ask yourself how you can better create the beliefs,
habits, systems, and processes that develop teams you want to lead.

Notes
1. Bob Moritz, “Global Annual Review 2014: Technology Breakthroughs,”
PWC.com’s Annual Published Review, New York, 2014, p. 10.
2. Shane Ferro, “Virtual Labor Organizing Could Be How the Next Gen-
eration of Workers Get Unionized,” Business Insider, June 10, 2015, www
.businessinsider.com/the-century-foundation-wants-the-unionization-movement-
to-go-online-2015-6
3. Stowe Boyd, “Esko Kilpi on the Architecture of Work,” interview published
by Work Futures Institute on Medium, https://workfutures.io/esko-kilpi-on-the-
architecture-of-work-1b35f9fb4bc0#.n7ix4bqla
4. Dr. Tasha Eurich, “Generational Leadership,” Rocky Mountain Human
Resource Professional Society, Denver University, Denver, CO, April 16, 2015.
5. MOOCs are massive open online courses, such as MIT’s EdX online learn-
ing.
6. Lynda.com is currently popular.
7. John Niremberg, The Living Organization (New York: Irving Professional,
1993), 29.

9781620362914_Hoefling_Working Virtually.indb 23 2/28/2017 9:44:49 AM

 2
V I RT UA L ROA D B LO C K S A N D
ESSENTIAL DRIVERS
“We have modified our environment so radically that we must modify ourselves in order to exist
in this new environment.”
—Norbert Wiener

“There is no lostness like that which comes to a man when a perfect and certain pattern has
dissolved about him.”
—John Steinbeck

“The barn has burned down!

Now, at last, I can enjoy
The sight of the moon.”
—Mizuta Masahide

Distributed Work Is Here to Stay

Technology makes workplaces intelligent, connecting virtual workers easily.
Three-fourths of all office workers believe smart technology makes them
more efficient and productive, with half believing their company should
invest more in integrated collaborative tools. Global Workplace Analytics, an
emerging workplace strategies research firm, estimates that 64 million U.S.
employees, fully half the workforce, hold jobs compatible with part-time
telecommuting.

Two Remaining Virtual Roadblocks

Roadblock 1: Lack of Support for and From Middle Managers
Kathy Kacher, president and founder of Career/Life Alliance Services and
coauthor of the 2014 National Workplace Flexibility Study,1 finds compa-
nies are moving ahead with flexwork options but aren’t following accepted
24

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 VIRTUAL ROADBLOCKS AND ESSENTIAL DRIVERS 25

principles of change management or providing much managerial support.

“Organizations continue to believe that the culture will just come along once
they have rolled out a policy or redesigned their technology platform.”2
The most frequently cited reasons for poor organizational adoption of
flexwork options were the following:

• Poor communication from corporate about initiatives and upcoming

changes
• Lack of urgency from senior leaders and middle managers regarding
the people impact
• Fear of career penalty by out-of-sight virtual and flex workers
• Lack of manager training to effectively lead mobile teams3

Managers Aren’t Intentionally Throttling Their Team’s Success

Virtual managers and their teams struggle without training. Metrics reveal
that organizations do not adequately train their managers, if they provide any
training at all. A recent workplace study found the greatest barrier to success-
ful program rollout was getting middle manager buy-in. When trained, they
get on board.4 Managers consistently list three concerns about virtual and
flex work. Each is easily addressed with training. Managers have expressed
the following:

1. Staying connected to the team is harder when I don’t see them.

2. Managing employees on flex complicates my job.
3. How do I know they’re really working?

Remove the Roadblock

In a controlled study, managers completed training in managing flex work-
ers, which included formulating a draft of their team plan—the First Path of
team development. While implementing flex work, they experienced signifi-
cant improvements in team performance and functioning, and even more
improvement once teams adjusted to the new environment. They achieved
the following self-reported skill and confidence gains after training (notice
how dramatically their confidence grew):

• Understanding of flex improved 75%.

• Comfort discussing flex options improved 68%.
• Team interaction improved 53%.
• Team communication improved 55%.
• Understanding of performance goals improved 41%.

9781620362914_Hoefling_Working Virtually.indb 25 2/28/2017 9:44:49 AM

 26 VIRTUALLY MOBILE, ORGANIZATIONALLY ATTACHED

• Customer service improved 24%.

• Productivity improved 20%.

After training, 85% of the managers stated they felt more prepared, which
was up from 60% readiness prior to training. They also were more confident
that their employees were really working. Almost half the managers felt they
could easily measure performance after training. It’s only half, but it’s signifi-
cantly higher than the 34% confidence prior to training.5
I hope this book helps today’s virtual leaders until they have access to
skill development.

Roadblock 2: Human Nature’s Comfortable Habits

Untrained managers are more comfortable managing by habit. Many
workers worry about isolation and career invisibility. Organization leaders
worry about company culture. People are slower to change than technology
because habits slow us down. Neuroscientists show us how our brains build
neural networks that develop into habits. We have to be able to challenge
our habits to deepen and broaden our skill sets. How easily we do that is
limited by our willingness to experience discomfort and stretch ourselves, and
whether learning resources are available. People run from discomfort, even
though it’s necessary for growth. We’re more open to discomfort when we
understand why we need to change, and when we can learn safely. Mistakes
are learning opportunities, not career risks, and training is available to initi-
ate better habits.

Removing the Roadblocks

Train, coach, and communicate the hows and whys of virtual team leader-
ship.

Virtual Drivers
1: Workers Expect Smart Collaboration
The millennials are an educated, technically savvy generation that has
expectations, like full digital integration of the workplace. They already
collaborate digitally, so a Facebook-like user experience is a minimally accept-
able standard.
Dated technology isn’t the only contributor to poor collaboration. When
older workers don’t feel comfortable in a digital workplace, or are unsure how
to use the collaborative tools, organizations aren’t attractive to millennials.
In a virtual environment, collaboration platform and tool training brings
fast return on investment (ROI) for the technology averse, teaching practical
skills and removing mental roadblocks.

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 VIRTUAL ROADBLOCKS AND ESSENTIAL DRIVERS 27

As boomers are retiring, millennials are moving into leadership positions

faster than any previous generation. They are the most educated workforce
in history. They were raised with technology and interface with it easily. As
workers, they expect digital collaboration; as leaders, they’ll demand it.

2: Meaningful Work Bridges Distance

Millennials are motivated differently than boomers were in their early careers.
Millennials’ top priority isn’t making money or reaching a certain status—it’s
being engaged at work.6 More than ever, leaders need collaboration compe-
tence built on real relationships—not just for productivity and workflow but
to keep people engaged. With looser ties between professional and employer,
loyalty is earned, and the manager is key to earning that loyalty.7
A 2015 survey sponsored by the Economist was revealing. Over one-
third (35%) of millennial respondents confirm that the manager is key.
The manager’s ability to support the team through facilitating a sense of
shared purpose and common corporate culture drives millennial loyalty.
One-third also say they value meaningful work over pay.8 Seventy percent
plan to change jobs soon and half are confident they will do so successfully.
Meaningful work has turned out to be the most significant recruitment and
retention tool.

3: Flex Work Leads Recruitment and Retention

When I first published this book in 2001, virtual work was often a “novel
idea” used occasionally to retain exceptional employees. No longer novel, it’s
becoming a worker expectation. A flexible workplace attracts and retains top
talent. A Society for Human Resource Management (SHRM) survey discov-
ered that four of five employees crave flexibility, which includes the ability to
work from home.9 A strong word, crave shows the strength of worker desire.
People will work for less—or are less willing to leave for a job that offers
more—if they are able to work from home.10
People want and need flexibility for a variety of reasons—lifestyle choice
and work-life-family balance being common. Technically enabled, people
can work virtually and still have a seamless connection to the team. In 2015,
telecommuting was named the top desired employee benefit. No organiza-
tion wants to lose its best people because of a long commute, a spousal relo-
cation, or child care conflicts. Organizations experience a 20% reduction in
turnover when virtual work is an option. Virtual work has become a leading
recruitment benefit.

4: It’s Socially Responsible

Half of American workers could work virtually. Even if people worked from
home half the time, greenhouse gas emissions would reduce by 54 million

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 28 VIRTUALLY MOBILE, ORGANIZATIONALLY ATTACHED

metric tons annually, the equivalent of taking almost 10 million cars off the
road. We would consume 640 million fewer barrels of oil annually.11 While
this isn’t a leading driver currently, perhaps executives should follow the lead
of companies like Dell and Xerox that are striving for a 50% virtual work-
force by 2020 as a strategic commitment to the environment.12

5: It Saves Money—Big-Time
Real estate savings. Telecommuting delivers real estate savings. IBM and
American Express turned around in the 1990s largely by shedding real estate
costs through telecommuting. Real estate is expensive, so if a company can
disperse its employees, having them colocated in less geographically expen-
sive places or as teleworkers, tremendous savings fall directly to the bottom
line. Corporate real estate is being rebudgeted from long-term, fixed assets
to provisioning dispersed networks of workplaces to support flexible, mobile
work. Real estate is becoming a variable cost. Facilities and IT are the strate-
gic partners in redesigning the physical/digital workplace for full integration
and collaborative cultural impact.
Productivity gains. Managers continue to worry about production on a
virtual team. “How do we know remote employees are really working?” When it’s
actually measured, however, it’s a needless worry. Virtual performance meas-
urements indicate an average productivity increase of 20%. Virtual workers
have fewer distractions, and virtual workers also work more hours. More
work is being done virtually than we know, often off the clock. Telecommut-
ers are almost twice as likely to work more than a 40-hour workweek. Only
28% of nontelecommuters work more than 40 hours a week, while 53%
of telecommuters do.13 The higher the skill level of the virtual worker, the
greater the productivity gain.
Lower overhead costs.14 The Productivity, Innovation and Entrepre-
neurship program at the National Bureau of Economic Research monitored
one home-based call center virtualization. The company saved $1,900 per
employee in overhead reduction while per-employee productivity increased
by 13.5%. Also, virtual call centers spent less in retraining because turnover
reduced by half, with employees stating increased job satisfaction as their
reason for staying.15 That’s not a typo—half.
Sun and Cisco share virtual work ROI—undeniable! The rewards to the
organization are undeniable, as evidenced in this chapter and elsewhere. In
2006 Sun Microsystems, an early adopter of virtual work, published metrics
of its telecommuting initiative, including cost savings directly attributed to
virtual and flexwork environments. This was before integrated technology
was robust, suggesting even greater gains if implemented today. At that time,
20,000 Sun employees from 33 countries telecommuted at least 2 days a

9781620362914_Hoefling_Working Virtually.indb 28 2/28/2017 9:44:49 AM

 VIRTUAL ROADBLOCKS AND ESSENTIAL DRIVERS 29

week, and 1,760 of those employees telecommuted 60% to 100% of the

time. This was half the workforce. Fourteen drop-in centers were used by
5,000 telecommuters, and 127 physical locations were defined as work spaces
by global telecommuters. The results?

• 6,600 “work seats” were eliminated without losing employees

• $63.9 million was saved in the first year
• $319 million was saved over five years
• $24 million was spent on technology16

Cisco not only offers market solutions for virtual work but also does what it
sells. It shared ROI metrics gathered from virtual workers who used a touch-
down office in one San Jose campus. It provided Cisco workers the option of
working from anyplace and provided a physical work space for anyone who
needed to touch down or hold a meeting. The benefits were irrefutable:

• Real estate costs were reduced by 37%

• New facility construction costs were reduced by 42%
• Workplace services (infrastructure and support) costs were reduced
by 37%
• Furniture costs were reduced by 50%
• IT capital costs were reduced by 40%
• Cabling costs were reduced by 60%
• Equipment space requirements were reduced by 50%17

These are typical results when organizations measure virtual work effectiveness.
Virtual work is not unusual anymore. With a bit of organizational sup-
port and training, managers release old habits, removing two major virtual
roadblocks. We have many ways to come together once the barriers are
removed. Platforms and integrated tools have evolved. It’s human nature
to connect, so we don’t need to evolve. Some of us just need to learn, and
organizations just need to virtually connect.

Notes
1. Kyra Cavanaugh, Jennifer Sabatini Fraone, and Kathy Kacher, “National
Workplace Flexibility Study,” 2014, www.bc.edu/content/dam/files/centers/cwf/
research/highlights/pdf/NWFS-Report-012014.pdf
2. Kathy Kacher, interview by Trina Hoefling, personal notes from an inter-
view with author in 2015.
3. “Survey on Workplace Flexibility,” October 2013, Worldatwork.org

9781620362914_Hoefling_Working Virtually.indb 29 2/28/2017 9:44:49 AM

 30 VIRTUALLY MOBILE, ORGANIZATIONALLY ATTACHED

4. Ibid.
5. Cavanaugh, Fraone, and Kacher, “National Workplace Flexibility Study.”
6. Dr. Tasha Eurich, Bankable Leadership: Happy People, Bottom-Line Results
and the Power to Deliver Both (Austin: Greenleaf Book Group Press, 2013).
7. Deloitte Consulting, “Mind the Gaps: The 2015 Deloitte Millennial Sur-
vey,” 2015, www2.deloitte.com/content/dam/Deloitte/global/Documents/About-
Deloitte/gx-wef-2015-millennial-survey-executivesummary.pdf
8. The Economist Intelligence Unit, “Automated, Creative, & Dispersed: The
Future of Work in the 21st Century,” Economist, May 20, 2015, p. 5.
9. Donna Fuscaldo, “Why Your Company Should Offer a Flexible Work Envi-
ronment,” Glassdoor.com, October 7, 2013, http://employers.glassdoor.com/blog/
why-your-company-should-offer-a-flexible-work-environment/
10. “Flexibility or Salary: Which Do You Value More?,” Free Money Finance,
February 6, 2012, www.freemoneyfinance.com/2012/02/flexibility-or-salary-which-
do-you-value-more.html
11. For current data on telecommuting and other work environment statistics,
see “Latest Telecommuting Statistics,” Globalworkplaceanalytics.com, August 14,
2015, http://globalworkplaceanalytics.com/telecommuting-statistics
12. Sara Suton Fell, “How Telecommuting Reduced Carbon Footprints at
Dell, Aetna and Xerox,” Entrepreneur.com, April 22, 2015, www.entrepreneur.com/
article/245296
13. Jennifer Parris, “New Statistics on Telecommuting and the Workforce,”
Flexjobs.com, August 21, 2013, www.flexjobs.com/blog/post/new-statistics-on-
telecommuting-and-the-workforce/
14. Phyliss Korkki, “Yes, Flexible Hours Ease Stress: But Is Everyone on
Board?,” New York Times, August 23, 2014, www.nytimes.com/2014/08/24/business/
yes-flexible-hours-ease-stress-but-is-everyone-on-board.html?_r=0
15. Nicholas Bloom, “To Raise Productivity, Let More Employees Work From
Home,” Harvard Business Review, January/February 2014, https://hbr.org/2014/01/
to-raise-productivity-let-more-employees-work-from-home/ar/1
16. “Sun Microsystems,” Smart Commute, 2006, http://smartcommute.ca/
more-options/telework/sun-microsystems/
17. Charles Grantham and James Ware, “Measuring the Business Value of
Distributed Work,” White Paper, The Work Design Collaborative, Prescott, AZ,
February 2006, used with permission.

9781620362914_Hoefling_Working Virtually.indb 30 2/28/2017 9:44:49 AM

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päänsä vavahteli alas kukkanurmeen asti, ja hänen kätensä
kannattivat painuvaa otsaa. "Äiti, äiti!" huudahti hän ääneen, sillä
hän tiesi, ettei kukaan kuolevainen täällä häntä kuullut. Autuaallinen
muisto kuitenkin samalla täytti hänen sydämensä. "Olen täyttänyt
toivomuksesi, äiti! Alinomaista varoitustasi olen totellut. Oi, missä
nyt lienetkin, anna minulle siunauksesi!"

Jos vainajan henki nyt silmäili ympärilleen siihen mitä tässä

tapahtui, niin se saattoi tuolla haudan partaalla nähdä nuo
mustiinpuetut, jotka huolehtivasti ja kunnioittavasti — ei kuitenkaan
monin sanoin, sillä eihän lasimestarinlesken elämässä ollut mitään
kehumista — askartelivat vainajan tomun ympärillä, mutta tässä
puun alla, taivaalle ja elämälle suuremmaksi iloksi, polvistui kauniin
kuvan hahmossa tulevaisuus ja jälkimaailma; tämä kuva saattoi
hengelle olla onnekkaampaa, verrattomasti onnekkaampaa
katseltavaa. Taivaallinen hyve, puhdas siveellisyys, tosi velvollisuus
ovat usein jotakin tuntematonta, väärin arvosteltua, näkymätöntä.
Piilossa seisoi tytär, äänettömänä rukoillen. Ihmiset eivät häntä
nähneet. Vilvoittava tuulonen kulki kukkien yli.

Virrenvärssy oli lyhyt, kellojen soitto pian vaikeni, ja papin sanat

eivät olleet sen useampia kuin käsikirjan. Kaikki päättyi siis
täydelleen kuten pitikin: ei mitään puuttunut, mutta ei myöskään
mitään lisätty. Kisällin sisäänpainuneiden silmien alta näkyi vähäisen
sinistä ylinnä poskilla. Verevät oppipojat tarttuivat tarjolla oleviin
lapioihin ja alkoivat luoda multaa hautaan.

Albert oli saapunut määräpaikkaansa kadunkulmassa, ottanut

kamarin kaupunginravintolan toisessa huonekerrassa ja istuskeli
siellä levottomana, uteliaana ja sanantuojaa odotellen, mieli
virittyneenä milloin korkeampaan, milloin matalampaan äänilajiin.
Hän katsoi kelloa, se oli seitsemän illalla. Hänestä näytti nyt
mahdottomalta tilata hevosia heti huomispäiväksi ja niin pian
matkustaa Sollebrunniin päin, mutta kello kahdeksan huomasi hän
juuri sen oikeaksi. Ensin oli hänen kuitenkin sanottava jäähyväiset —
ja milloin tapahtuisi hänen paluunsa sopivasti? Nämä kai eivät olleet
pulmallisimman laatuisia tuumailuja, mutta hän oli jo tottunut yhden
kanssa tuumimaan niin paljosta; hän tahtoi tehdä nytkin niin, mutta
tunsi olevansa yksin.

Hänen levottomuutensa kohdistui vihdoin yhteen ainoaan

polttopisteeseen: hän istui ääneti, jäykkänä ja tuijottavana
nurkkasohvassaan ihmetellen ettei sanantuojaa tullut. Hän kuuli
tarjoilijattaren sulkevan ulompien huoneiden ovia. Hän huusi tämän
luoksensa jyrisevällä äänellä. Neitonen tuli juoksujalkaa. "Anna
minulle kupillinen teetä!" käski hän ja näytti hurjalta.

Tottuneena tavattomiin vieraihin lähti neito tiehensä kiltisti, ääneti

ja ihmettelemättä. Silloin kersantti huusi hänet takaisin, ja hän palasi
jälleen. "Kuulitko mitä pyysin?" ärjäisi hän. — "Kyllä, herra." — "No
jouduta sitten aika pian, minä istun tässä ja odotan!" — "Ei herra ole
minua odottanut, sen verran tiedän", sanoi neito loukkaantuneena ja
lähti ulos hieman nyrpeissään.

— Voi, kuinka sinua odotan! — puhkesi kersantti itsekseen

huokaamaan, kuulematta ulosmennyttä tyttöä.

Teetä tuli, kuumaa ja väkevää! Itse hänkin, joka sitä kantoi, näytti
harmistuneelta, sillä kärsivällisyys voi loppua keneltä tahansa, ja kun
kersantti nosti kuppia huulilleen, poltti hän suunsa niin julmasti, että
huusi: "Oh, lempo!"

"Etkö sinä olisi voinut vähän viivyttää sen tuomista?" karjaisi hän;
"minä en ole luotu kaltattavaksi."
 "En minäkään", vastasi lidköpingiläistyttö nokkelasti.

"Oietko hullu?"

"Enpä toki, ei tarvita kuin yksi sellainen."

"Tahdon panna sekaan enemmän sokeria ja kermaa, niin tee

jäähtyy", huomautti kersantti, päästen järkiinsä ja tullen paremmalle
tuulelle. "Paljonko kello on?"

"Se ei minua liikuta."

"Sinäpä olet hiton elävä."

"Suvaitsetteko kupin lisää?"

"Näen kellon olevan pian yhdeksän, eikä kuulu mitään sanaa! Laita
vuoteeni tuossa paikassa, käyn makuulle, niin on jotakin tekemistä.
Niin, kaada kuppi lisää!"

"Onko se juotava vuoteessa?"

"Kaada sinä ja anna sen seistä siinä, niin saanpa nähdä. Minä
menenkin kadulle, katsomaan ympärilleni; mutta jos joku sanantuoja
tulee, niin huuda minut heti tänne ylös! Ja valmista sillaikaa vuode!"

"Juonikas upsieri!" sanoi tyttö hänen mentyään; "mutta hän

odottaa sanaa, ja minä en hänestä välitä." Hän laittoi vuoteen
nopeasti ja reippaasti; hän oli suutuksissaan: pielukset ja hurstit
lensivät kuin riivatut edestakaisin hänen käsissään. Tuossa tuokiossa,
kuten kersantti oli pyytänyt, tuli makuutila kuntoon.

Todellakin alakuloisena, pää painuneena rintaa vasten ja kalpeana,

palasi kersantti. "Eikö mitään sanaa ole kuulunut?" hän kysäisi mitä
sävyisimmällä äänellä portaita alas hypähtelevältä palvelusneidolta.

"Ei, mutta kaikki on ylhäällä kunnossa." Hän katosi alhaalle.

Kersantti nousi portaita ylös.

Päästyään huoneeseensa ei hän puhunut mitään. Hän loi vielä

katseen ikkunasta kadulle, nähdäkseen eikö… Mutta ketään ei
näkynyt.

Hän istui kauan ruudun ääressä, mutta mitään ei tapahtunut,

paitsi että ympäristö kävi yhä harmaammaksi. "Minä panen maata!"
sanoi hän vihdoin ääneen, mutta hitaasti ja ikäänkuin horrostilassa.
Tähän hänen väitteeseensä ei kuulunut mitään vastaan. Ketään ei
ollut saapuvilla väittämässä vähintäkään hänen puhettansa
valheeksi.

Horroksissaan hän riisuutui, laskeusi levolle ja nukahti

kääriytyneenä ravintoloitsijan hurstiin ja harmaantäplikkääseen
silkkipeittoon, itsessään kallisarvoiseen, mutta kersantille tuiki
arvottomaan.

Seuraavana aamuna — joka taas oli torstai, päättäen edellisestä

illasta, joka oli ollut keskiviikko-ilta — seuraavana aamuna tapahtui,
että kersantti heräsi. Kukaan ei häntä tervehtinyt, kukaan ei hänen
viereltään noussut, kukaan ei päätä nyökyttänyt; eipä edes ketään
tullut huoneeseen, sillä aamiaista hän ei edellisenä iltana
surumielissään ollut lainkaan tilannut. Kuitenkin hän oli siksi mies
puolestaan, että nousi vuoteesta ja asettui lattialle seisomaan.

— Käsittämätöntä! — hän ajatteli.

 Hän pesi päänsä kylmällä vedellä, pukeutui niin aistikkaasti kuin
sotilaspuvun kuosi salli ja astui vihdoin ison seinäpeilin eteen muuta
järjestämään. Kalpeudessaan hienohipiäiset posket, suuret, tummat
ja nyt kaihoisat silmät, koreaksi käherretty tukka: koko tämä kuva
näytti peilissä siltä kuin hän todella olisi vänrikiksi ylennyt. Tällöin
hänet valtasi suuttumus, että hän oli joksikin aikaa saanut ilmeisen
ja käsittämättömän halun pysähtyä aliupseerin arvoon. — Tiedä
huutia, veltto maleksija! — mutisi hän; tummia salamoita syttyi
silmäpielissä, ja hän loi lasin takana olevaan vastapuoleensa vihaisia,
tuimia katseita, jotka tuo peilissä oleva ymmärrettävistä syistä heti
heijasti vastaan. Siten nämä molemmat herrat kiihoittivat toisiaan, ja
hetken päästä kersantti näytti ruotsalaiselta Akhilleelta.

Joku tuli sipsutellen, ovi aukeni ja palvelusneito astui huoneeseen

ilmoittaen, että sanantuoja oli eilis-iltana noutanut tavarat ja että ne
vuokrattavat huoneet…

"Sanantuojako? Ja minä en ole tätä ennen asiasta kuullut!"

Ukonilma uhkasi näissä sanoissa. Tyttö väistyi äkkiä ovea kohden,
mutta malttoi mielensä ja selitti lähetin saapuneen niin myöhään,
että herra majuri silloin jo aikoja oli nukkunut, ja hän ei mitenkään
ollut uskaltanut…

"Mistä viesti tuli?"

"Videbeckin matamilta."

"Videbe…" jälleen ukkossilmäys: kuitenkaan hän ei voinut itseltään

kieltää, että niin juuri saattoi tuon väliolennon oikea määritelmä
kuulua, jota hän niin paljon oli mietiskellyt. Itse hän ei sentään
hennonut nimitystä niin lausua.
 "Niin, tahi siitä talosta, oikeammin sanoen", jatkoi tyttö; "sillä
matami itsehän on vihdoin poissa. Mutta oppipojat tunsivat hyvin
tavarat ja kantoivat ne emäntävainajansa taloon."

"Vainajan? Mitä sanot? Taivasten tekijä! Kuollutko? Voi… enkä

minä saanut eilen mitään tietää!"

Tyttö vastasi hämillään: "Viestintuoja sanoi, että nuo huoneet,

jotka tahdottiin vuokrata, ne saataisiin nyt, ja että kello kahdeksan
tänä aamuna olisi niitä katsottava. Siksi ei minun mielestäni
kannattanut häiritä herra majuria ennenkuin nyt tänä aamuna kello
seitsemän."

"Katsottava kello kahdeksalta, sanoi viestintuoja? Katso tänne!

Kello on neljänneksen kuluttua kahdeksan. Mutta… iankaikkinen
Jumala! Kuollut! Se on mahdotonta! Mahdotonta! Mahdotonta!"

Hän ryntäsi ulos ja kysyi ovella tietä Videbeckin taloon.

Palvelusneito kertoi ja kuvasi sitä, mikäli kersantin kärsimättömyys ja
tytön hämmästys sallivat. Kersantti kiiruhti pois.

Aamu oli ihmeteltävän sädehtivä. Kersantti tuli alas eräälle Lidan

viereiselle kadulle. Päivän raikas, uusi aurinko ja sininen, vihreä,
valkoinen hohto ilmassa, puissa ja… oi, olisihan kersantilla pitänyt
olla tajua nähdä ja ihastella niin runsasta kauneutta! Olisihan hänen
kyllä edellisten päivien kertomuksista nyt pitänyt huomata, että
kuollut "matami" oli äiti Videbeck eikä suinkaan tytär. Mutta hän oli
niin ajatuksissaan, että kulki mitään harkitsematta.

Viimein hän näki pienen punaisen puutalon, joka vivahti

Strengnäsin taloihin, kuitenkin hyvin säilyneen. Pitkä rivi kadulle
siroteltuja havuja osui hänen tielleen; se sävähdytti sydäntä: hänen
oli nyt seurattava kuolonjälkiä.

Lauta-aidan portinsäppiä nostamalla hän joutui avaralle,

vastalakaistulle pihalle. Hän nousi matalille, mutta leveille
kuistinportaille. Itse eteisovi, jokseenkin iso, oli koristeltu vaahteran-
ja koivunlehvillä. Eteislattia tuoksui kirveliltä ja tuoreelta
mesiangervolta. Tämä vienonsuloinen tuntu siis häntä kohtasi, mutta
hänen polvensa vavahtivat, sillä hän aavisti, että sillä oli
tavanmukaisena tarkoituksenaan salata hirvittävyyden huurua.

Häntä vastaan tuli iäkäs nainen, siisti, mutta ylen köyhästi puettu,
murheen ilme leppoisilla kasvoillaan. Jälleen vihlaisi hänen
sydäntään.
— Tämä on varmaan vanha Maija! — hän ajatteli. Mitä hän sanoisi?
Kuinka alottaisi? Vihdoin hän änkytti:

"Olen saanut kuulla, että täällä olisi huoneita…"

"Vuokrattavanako? Kyllä, toisessa kerrassa, jos saan luvan herralle

näyttää."

Hän meni portaille päin, mutta häntä kammotti, sillä jos Sara
todella oli kuollut, mitä Herran nimessä hän silloin huoneilla tekisi?
Hän oli kompastua ensimäiseen askelmaan, kääntyi vanhaan
palvelijattareen päin, tahtoi jotakin kysyä, mutta kieli kieltäytyi
tottelemasta. Kuitenkin jotain tehdäkseen hän sanoi: "Ennenkuin
menen ylös, ilmoittakaa minulle vuokran määrä!"

"Kaksikymmentä riksiä vuodelta, mutta kaksitoista puolelta

vuodelta, hyvä herra. Tehkää hyvin…"
 — Kylmät, synkät, viiltävät sanat! Mutta minua hävettää olla
menemättä ylös, kun olen tänne tullut, — ajatteli hän. Hän lensi
portaita ylös.

Näyttäjätär vei hänet kahteen pieneen huoneeseen, joissa oli

ruusukkaat seinäpaperit. "Tehkää hyvin, istukaa ja tarkastelkaa niitä
tällä välin", sanoi hän, meni ulos ja sulki oven.

— Istuisinko? En totta tosiaan. Suuri Jumala, mitä minulla on

täällä tekemistä? Millaiset huoneet kumminkin! Hauskat, taivaallisen
hauskat! Täällä on äsken pesty, ikäänkuin se olisi tapahtunut viime
yönä, järjestetty, puhdistettu, ja ihkasen uudet kaihtimet nostettu
ylös. Vierasta on odotettu, näkyy. Ja leukoijat ikkunoissa! Kas, mitä
peilejä kehyksineen! Kehykset myös lasisia, kultapaperia alla. Aivan
niin, ja sisähuone? Sielläkin ruusukkaat seinäpaperit, mutta toisella
tavoin. Voi, kun saisikin täällä asua, ja… jos… niin, jos… hyvä
Jumala!… Näistä pienistä huoneista hän aivan varmaan näki unta
tuona yönä Arbogassa, jolloin…

Ovi aukeni. Nainen astui sisään. Kersantti kavahti vähän syrjään,

huomatessaan mustan tytön, ratiinipukuisen tytön, jolla oli Saran
pää, lempeästi hymyilevänä hänen hämmästykselleen; rinnan yli
kaartui leveä, hienoksi kangistettu linonkikaulus, posket olivat
valkoiset.

"Minulla on surua, kuten näet", virkkoi neito.

"Kuinka olenkaan iloissani! Sinä elät? Sinä hymyilet?" huudahti

kersantti.

Se suru, josta Sara puhui, verhosi hienona hämäränä hänen

silmiensä ylintä laitaa. Mutta silmävalkuaisen emalji hohti
sinivalkoisena, kuten aina ennenkin, ja silmäterät kiilsivät. "Albert!"
sanoi hän.

Kersantti ei vastannut mitään, vain katsoi.

"Mitä pidät näistä huoneista? Tahdotko ne vuokrata? Mutta et voi

niitä vielä paljon tuntea. Enkö minä nyt saa pyytää sinua alas
omaani, niin saat nähdä minkälaista minun puolellani on. Aamiainen
odottaa. Ja jollet alota matkojasi heti tänään, niin pyydän sinut
luokseni päivälliseksikin. Käykö tämä kaikki laatuun, Albert?"

Toinen ei kuitenkaan puhunut mitään. Mutta koko hänen

kasvojensa ilmeessä oli vastaus: "Käy laatuun."
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