Step IV: L is for Liberation
It is far better for a man to go wrong in freedom than to go right in chains.
—THOMAS H. HUXLEY, English biologist; known as “Darwin’s Bulldog”
12. Disappearing Act.
HOW TO ESCAPE THE OFFICE
By working faithfully eight hours a day, you may eventually get to be a boss and work twelve hours a day.
—ROBERT FROST, American poet and winner of four Pulitzer Prizes
On this path, it is only the first step that counts.
—ST. JEAN–BAPTISTE–MARIE VIANNEY, Catholic saint, “Cure d’Ars”
PALO ALTO, CALIFORNIA
“We’re not going to expense the phone.”
“I’m not asking you to.”
Silence. Then a nod, a laugh, and a crooked smile of resignation.
“OK, then—it’s fine.”
And that was that, lickity-split. Forty-four-year old Dave Camarillo, lifelong employee, had cracked the code and started his second life.
He hadn’t been fired; he hadn’t been yelled at. His boss seemed to be handling the whole situation quite well. Granted, Dave delivered the goods on the job, and it wasn’t like he was doing naked snow angels in client meetings, but still—he had just spent 30 days in China without telling anyone.
“It wasn’t half as hard as I thought it would be.”
Dave works among more than 10,000 employees at Hewlett- Packard (HP), and—against all odds—he actually likes it. He has no desire to start his own company and has spent the last seven years doing tech support for customers in 45 states and 22 countries. Six months ago, however, he had a small problem.
She measured 5?2? and weighed 110 pounds.
Was he, like most men, afraid of commitment, unwilling to stop running around the house in Spider-Man underoos, or inseparable from the last refuge of any self-respecting man, the PlayStation? No, he was past all that. In fact, Dave was locked and loaded, ready to pop the big question, but he was short on vacation days and his girlfriend lived out of town. Waaaaay out of town—5,913 miles out of town.
He had met her on a client visit to Shenzhen, China, and it was now time to meet the parents, logistics be damned.
Dave had only recently begun to take tech calls at home, and, well, isn’t home where the heart is? One plane ticket and one T-Mobile GSM tri-band phone later, he was somewhere over the Pacific en route to his first seven-day experiment. Twelve time zones hence, he proposed, she accepted, and no one was the wiser stateside.
The second field trip was a 30-day tour of Chinese family and food (pig face, anyone?), ending with Shumei Wu becoming Shumei Camarillo. Back in Palo Alto, HP continued its quest for world domination, neither knowing nor caring where Dave was. He had his calls forwarded to his newly begotten wife’s cell phone and all was right in the world.
Now back in the U.S. after hoping for the best and preparing for the worst, Dave had earned his Eagle Scout mobility badge. The future looks flexible, indeed. He is going to start by spending two months in China every summer and then move to Australia and Europe to make up for lost time, all with the full support of his boss.
The key to cutting the leash was simple—he asked for forgiveness instead of permission.
“I didn’t travel for 30 years of my life—so why not?”
THAT’S PRECISELY THE question everyone should be asking—why the hell not?
From Caste to Castaway
The old rich, the upper class of yore with castles and ascots and irritating little lapdogs, are characterized as being well-established in one place. The Schwarzes of Nantucket and the McDonnells of Charlottesville. Blech. Summers in the Hamptons is sooooo 1990s.
The guard is changing. Being bound to one place will be the new defining feature of middle class. The New Rich are defined by a more elusive power than simple cash—unrestricted mobility. This jet-setting is not limited to start-up owners or freelancers. Employees can pull it off, too.58
Not only can they pull it off, but more and more companies want them to pull it off. BestBuy, the consumer electronics giant, is now sending thousands of employees home from their HQ in Minnesota and claims not only lowered costs, but also a 10–20% increase in results. The new mantra is this: Work wherever and whenever you want, but get your work done.
In Japan, a three-piece zombie who joins the 9–5 grind each morning is called a
It’s your turn to learn the datsu-sara dance.59
Trading Bosses for Beer: An Oktoberfest Case Study
To create the proper leverage to be unshackled, we’ll do two things: demonstrate the business benefit of remote working and make it too expensive or excruciating to refuse a request for it.
Remember Sherwood?
His French shirts are beginning to move and he is itching to ditch the U.S. for a global walkabout. He has more than enough cash now but needs to escape constant supervision in the office before he can implement all the timesaving tools from Elimination and travel.
He is a mechanical engineer and is producing twice as many designs in half the time since erasing 90% of his time-wasters and interruptions. This quantum leap in performance has been noticed by his supervisors and his value to the company has increased, making it more expensive to lose him. More value means more leverage for negotiations. Sherwood has been sure to hold back some of his productivity and efficiency so that he can highlight a sudden jump in both during a remote work trial period.
Since eliminating most of his meetings and in-person discussions, he has naturally moved about 80% of all communication with his boss and colleagues to e-mail and the remaining 20% to phone. Not only this, but he has used tips from chapter 7, “Interrupting Interruption and the Art of Refusal,” to cut unimportant and repetitive e-mail volume in half. This will make the move to remote less noticeable, if at all noticeable, from a managerial standpoint. Sherwood is running at full speed with less and less supervision.
Sherwood implements his escape in five steps, beginning on July 12 during the slow business season and lasting two months, ending with a trip to Oktoberfest in Munich, Germany, for two weeks as a final test before bigger and bolder vagabonding plans.
Step 1: Increase Investment
