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透視領(lǐng)導(dǎo)力是一個(gè)在線(xiàn)社區(qū)，美國(guó)商界最具思想也最有影響力的大咖會(huì)在此及時(shí)分享有關(guān)職場(chǎng)和領(lǐng)導(dǎo)力的問(wèn)題。今天的問(wèn)題是，“遠(yuǎn)程工作如何保持效率？”回答者是Jive軟件公司首席執(zhí)行官伊莉莎·斯蒂爾。

經(jīng)常有人問(wèn)我，“如何保持工作與生活平衡？”以前我聽(tīng)到這個(gè)問(wèn)題會(huì)不舒服，因?yàn)槲乙膊恢?。人們總說(shuō)維持平衡多好，但實(shí)際上很難做到。其實(shí)絕大多數(shù)人很難平衡工作和生活。但現(xiàn)在，我能坦然面對(duì)這個(gè)問(wèn)題了。

因?yàn)槲医K于明白，世界上就沒(méi)有工作與生活平衡這回事。所以我只想好好生活，而生活就包括工作、陪伴家人以及向社區(qū)做貢獻(xiàn)。我之所以能做到是因?yàn)榭梢赃h(yuǎn)程工作。從事其他職業(yè)的人應(yīng)該也有機(jī)會(huì)。

很多年來(lái)我都想達(dá)到工作與生活平衡，但一直做不到。但凡能想到的招我都試過(guò)。更煩的是，身邊其他人看起來(lái)都很輕松就能實(shí)現(xiàn)。有一天我終于決定放棄努力，才想明白怎么回事。我轉(zhuǎn)換了心態(tài)，只在合適的時(shí)間做合適的事。我開(kāi)始誠(chéng)實(shí)地回答這個(gè)問(wèn)題：“此刻對(duì)我來(lái)說(shuō)最重要的事是什么？”

我發(fā)現(xiàn)回答問(wèn)題很容易，然后立刻開(kāi)始按照答案去做。雖然這意味著周日晚上趕演講稿，好在周一參加孩子的活動(dòng)。也有可能周三要在診所門(mén)外的車(chē)?yán)镖s工作。還有可能得連續(xù)兩周去辦公室上班，然后跟家人安心享受個(gè)長(zhǎng)周末。后來(lái)不管去哪我都能兼顧家庭和工作。身處的位置幾乎不會(huì)影響我在合適時(shí)間做合適的事。

在美國(guó)，去年選擇一周中遠(yuǎn)程工作幾天的員工比例升至43%。銷(xiāo)售和市場(chǎng)專(zhuān)家遠(yuǎn)程工作的比例還要高一倍。此外，全世界不在辦公桌前工作的勞動(dòng)力占比達(dá)80%。為了更靈活地處理工作，要確保每個(gè)人都擁有合適的工具以保持聯(lián)系和效率。

作為跨國(guó)公司首席執(zhí)行官，我經(jīng)常四處奔忙，跨時(shí)區(qū)跨國(guó)家跟員工、客戶(hù)、合伙人和股東打交道。現(xiàn)在很多工作都是這樣。這就是為何Jive公司大力培養(yǎng)社區(qū)文化，連接文化，而且注重對(duì)員工保持透明。我們積極使用本公司的產(chǎn)品，通過(guò)博客、視頻、投票、討論論壇、小組和團(tuán)隊(duì)保持溝通。如此一來(lái)實(shí)際地點(diǎn)變得沒(méi)那么重要，而且在全公司營(yíng)造了緊密聯(lián)系的氛圍。這種公司文化不僅幫助我沒(méi)在辦公室也能跟團(tuán)隊(duì)合作融洽，也能幫助身處國(guó)外的員工提升表現(xiàn)。

我不僅每天使用Jive的產(chǎn)品與600位同事工作，家人沒(méi)聚在一起時(shí)也會(huì)用來(lái)保持聯(lián)系。我還發(fā)現(xiàn)孩子們用Skype和FaceTime打視頻電話(huà)時(shí)話(huà)會(huì)多起來(lái)，眼神交流也比面對(duì)面說(shuō)話(huà)更積極?。ㄘ?cái)富中文網(wǎng)）

作者：Elisa Steel

譯者：夏林

The Leadership Insiders network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question, “What are your strategies for staying effective while working remotely?” is written by Elisa Steel, CEO of Jive Software.

I’m often asked, “How do you maintain a work-life balance?" That question used to make me feel uncomfortable because I didn't know the answer. So much of what we say about achieving balance sounds great—but it's rarely a reality. The truth is, it's a super hard thing to achieve and sustain for many of us. But, now, I am at ease with the question.

I’ve come to realize that there is no such thing of work-life balance. Instead I just live my life, which includes what I do at work, with my family, and in my community. But I’m only able to do so because of my ability to work remotely. Other professionals should have the same opportunity.

For years, I failed in my quest to get to this great work-life balance I thought I was supposed to achieve. You name it; I tried it. Worse yet, everyone else seemed to be talking about how well they were able to do it. It wasn’t until I gave up trying to balance my life that I figured it all out. I developed a new state of mind, to simply do what feels right at the right time. I began answering this question honestly: “What is most important for me to do at this time?”

I found I could easily answer that question and needed to start implementing the answer. That might mean working on a presentation on Sunday so I could participate in my kids' activities on Monday. It might mean working from my car outside a doctor's office in the middle of the day on Wednesday. It might also mean traveling for work for two weeks straight, and then planning a long weekend with my family to have dedicated time together. The reality is that both family and work are with me wherever I go. My physical location is getting less in the way of being in the right place at the right time.

Last year, the percentage of employees working remotely at least part of the week rose to 43% in the U.S. Those numbers are nearly twice as high for sales and marketing professionals and executives. In addition, desk-less workers make up 80% of the global workforce. In order to conduct business more flexibly, we have to make sure everyone has the right tools to stay connected and productive.

As the CEO of a global company, I’m often on the road working with employees, customers, partners, and shareholders across time zones and countries. This is true for many other roles today. That’s why Jive has made such an effort to cultivate a culture of community, connection, and transparency among our employees. Leveraging our own product, we communicate using blogs, videos, polls, discussion forums, groups, and teams. This blurs physical location lines and creates a sense of connectedness across the organization. This not only helps me stay aligned with the team while I’m away, but it helps our global employees work better together.

Just as I use Jive every day to get my work done with 600 other employees, I also use technology to stay close to my family when we are not home together. I find that teenagers actually talk more and make more eye contact on Skype and FaceTime than in person!