羡慕soho? 如何说服老板让你在家上班

Hansson offers three suggestions for winning over your reluctant boss. First, the idea that you'd be able to get more work done, and do it better, without distractions (and without the wearying commute) makes a good starting point for the discussion. "Don't frame it as a request for a perk, as if this is a favor you're asking the company to do for you," Hansson says. "Instead, emphasize how much better it will be for the team and the company if you are able to work without interruptions. Having you at your most productive benefits the boss at least as much as it benefits you."
汉森就如何说服你那位不情愿的老板提供了三项建议。其一，你或许应该开门见山地告诉老板，在没有分心之事，并且无需经受通勤折磨的情况下，你能够更好地完成更多工作。“不要把远程办公说成一种额外待遇，好像你正在要求公司帮你一个忙似的，”汉森说。“相反，你应该强调指出，如果你能够不受打扰地工作，那就将为团队和公司带来更大的好处。让你处在最富成效的工作状态，对于老板的好处至少跟对于你自己的好处一样大。”

Second, "you'll need to address his concern about data security," Hansson notes. "But data is not necessarily secure just because people are working in an office together. Employees take laptops home, they carry company data in their personal smartphones, they go on business trips. If there are security gaps the company needs to address, that is a serious issue whether you are working at home or not." Before bringing up telecommuting with your boss again, ask your in-house techies for help in hack-proofing the devices you plan to use.
其二，“你需要解决他对于数据安全性的关切，”汉森指出。“但仅仅因为人们一起在办公室工作，并不一定能够保证数据的安全。员工往往把笔记本电脑带回家，他们的智能手机也携带公司数据，而且还经常出差。如果公司存在亟需填补的安全漏洞，那的确是一个严重的问题，但这跟你是否在家工作并无关系。”再次向你的老板提出远程办公要求之前，先寻求公司内部技术人员的帮助，让他们为你打算使用的设备安装防黑客软件。

And third, Hansson suggests enlisting more of your colleagues to the cause. "Trying out telecommuting with just one or two people is doomed to fail, because that one person, or two people, will become too isolated from the group," he says. "A better way is to have all the people on your team work remotely some of the time, so everyone gets a taste of it, and no one is the 'odd man out' who's always calling in on the conference line at meetings." At some companies, he adds, teams or departments start with "work-at-home Wednesdays," so everyone gets at least one distraction-free day per week.
汉森提出的第三个建议是，争取拉拢更多的同事加入这项事业。“仅仅一两个人尝试远程办公，是注定要失败的，因为这一两个人将与团队严重分离，”他说。“一个更好的办法是，让团队成员在某些时候全部远程办公，让每个人都有机会体验这种工作方式，这样就不会有人成为那个总是占据公司会议线路的‘离群索居者’。”他补充说，在一些公司，团队或部门开始实行“周三在家工作”制度，这样每个人每周至少可以有一个不受干扰的工作日。

The hardest argument to counter is, "If I can't see you, how do I know you're working?" Says Hansson, "It reflects a deep-seated fear of losing control. Fighting that requires that you go slowly and start small -- 'I worked from home on Tuesday and look at all the great stuff I got done' -- and then gradually increase the amount of time you telecommute."
最难反驳的观点是，“如果我看不见你，我怎么知道你在工作呢？”汉森说。“这反映出一种根深蒂固的恐惧感——老板害怕失去他对公司的掌控力。反驳这种观点，需要你放慢脚步，从小处着手——‘我周二在家工作，您瞧瞧，我已经出色地完成了这么多工作’——然后逐渐增加你远程办公的时间。”

Hansson says that at his company, Chicago-based collaboration software maker 37signals, where most of the staff works remotely, "the biggest problem we have had is not people goofing off while working at home, but people overworking. They get into a state of flow and just keep going. Sometimes, to keep them from eventually burning out, you have to protect employees from themselves and insist that they take some time off." But of course, your boss may have to see that to believe it.
汉森说，在他供职的芝加哥协同软件制造商37signals公司，大部分员工都采用远程办公的工作方式。“我们的最大问题不是在家工作的员工故意磨洋工，而是他们过于操劳了。他们的心智进入了一种流畅状态，一刻不停歇地忘我工作。有时候，为了防止他们最终精疲力竭，你还必须保护自己的员工，坚决要求他们休息一段时间。”当然，除非亲眼所见，你的老板或许不相信天底下还有这样的事情。