Téléworking
In a telework situation, people do not all have the same needs, the same concerns, the same questions. For people to be effective in a teleworking situation, it is up to the telework to adapt to their needs so that the points that can be problematic and interfere with the proper functioning of the person, become strong points. For some people, teleworking can be a source of anxiety, it can create a feeling of guilt as well as a sense of satisfaction and accomplishment. What are the human aspects that are important to take into account in the organization of teleworking for a person to preserve its balance and harmony so that it can give the full measure of its potential while blossoming; human aspects that can contribute to reducing the risks of procrastination? Human aspects that can make telework a success or a failure! The objectives of teleworking are, in particular, to allow a person to be as productive, or even more productive, by working at a distance and, also, that it can flourish in a telework situation. To achieve these objectives, it is therefore important to pay special attention to certain aspects and issues that may affect a person and to provide it the assistance and coaching it may need.
The strong points:
Strong points, the name says it all, are aspects that contribute to the efficiency of the person in a teleworking situation and that require no intervention from a third party, for example, a coach. A very high degree of autonomy is a strong point, while a low degree of autonomy becomes a problem, a point to be monitored and solved. It is quite normal that for some results, there are only a few strong points from the entries. However, this person can be excellent at teleworking.
The problematics:
Problematics represent risks that threaten the person in a telework situation and that could affect their balance, harmony, zenitude. It is therefore important to pay particular attention to these points to maintain the person's enthusiasm so that they can blossom and give the full measure of their potential.
The procrastination:
Procrastination! Why do today what someone else might perhaps do for me tomorrow? Put it off, get busy with something else, get distracted? Probably the worst danger of teleworking while at the office! Whereas in the office, procrastination takes another form: presenteeism: the person is physically on the spot but his mind is elsewhere. But are all forms of procrastination bad? If the person procrastinates because it cannot make sense of what is not logical and is busy doing something else while the subconscious mind is working, it is different from procrastination because the person does not want to do it or because it prefers to sit in front of the TV. It is therefore important to modulate and weight the causes of procrastination, hence the importance of identifying under what circumstances and for what reasons the person procrastinates...
The ideal coach:
We talk about the ideal coach, but it is not necessarily a professional coach, it is also the immediate superior, a person from human resources, a person who ensures the follow-up, the person who distributes the work to be done; in short, anyone who interacts with the person in teleworking. The ideal coach must be logical and open to the differences between individuals and to different ways of functioning because it is not for others to adapt to them; it is the coach who must adapt to each individual and to each circumstance that arises. Its leadership and interpersonal relationships must be based first on mobilization and then on altruism. If the coach has a negative mind and it is in the presence of a negative person: 2 negatives will not give 1 positive... The ideal coach must be able to disregard their own points of view, their own beliefs, and their own values and listen without judging the other and assist them according to the person's needs and not according to their own needs or not according to what it believes is best for the other. Its role is to advise, to assist, to help evolve, to help grow, and not to decide for the other and there are no miracle recipes hence the importance of the adaptability of the coach.
The adaptability and efficiency index:
The adaptability and efficiency index tells us, among other things, about the operational speed of the person in teleworking but also in the workplace. The higher the index, the shorter the time required for the person to become fully operational, fully autonomous. In fact, once the person has been given a broad outline of what it has to do, it can be let go into action. However, it is important to accept that the person must act on his own initiative. If it has doubts, it will consult or rather do as it believes and, afterward, it will ask whoever if it is correct, while mentioning that, for it, it seems correct.
The index of needs for monitoring, supervision, and follow-up:
The index of monitoring and supervision needs is to be modulated according to the problematics and procrastination. All problems that may create insecurity, such as fear of losing contact, losing one's sense of belonging, feeling abandoned, neglected, etc., will require more attention from the coach than if the problem is because the person finds, and their score for the present is very high, that it is not going fast enough, that there is slowness; however, this does not mean that this aspect can be left out. It is still important to take this into account.