New Help for Managers in a ROWE

When I first read Why Work Sucks and How to Fix It I remember thinking, "This is the way work should be." Not long after, I started managing a stealth ROWE department in my company. There was no guidebook, no instruction manual. Why Work Sucks offered some great insights about what it meant to work in a ROWE, but it didn't give any concrete guidance about how to implement a ROWE. As a manager trying to put the ROWE ethic into practice, I was literally flying by the seat of my pants.

Enter Cali Ressler and Jody Thompson's new book: Why Managing Sucks and How to Fix It. It picks up where Why Works Sucks left off. While there is some repeated material, it is primarily used to reiterate concepts from the first book. While it's not required to have read Why Work Sucks, I highly recommend it.

Why Managing Sucks expands on the concepts in the first book by providing guidance for managers who are operating in a ROWE. The book provides concrete examples of answers for managers struggling to come up with the responses to questions asked by those who don't understand what working in a ROWE is all about. I only wish this book had been available when I first started implementing a ROWE in my company.

"If you're wondering whether you're one of those who might fall into the category of still being stuck in the abyss of thinking of work as somewhere you go, here are some signs: 1) You find yourself saying, "The capacity of this building is 500 people, and we're almost there. Let's get cracking on finding a new site." 2) You think, "The vice president of that department is moving to the eighth floor. How soon can we get her team moved up there?" 3) You wonder "What is Alison up to? Haven't seen her for over a week!" 4) You tell a new hire, "We all show up around 8am; we'll see you then!"

If you're interested in understanding what it means to "manage" in a ROWE, then Why Managing Sucks is a good place to start. As someone who has been a practitioner of a ROWE, I've learned a great deal from the book. There are a number of things I'll be implementing and changing as a result of reading this book.

If you're not currently working in a ROWE, you generally have one of two reactions: 1) you're skeptical, or 2) you want to give it a try. If you're in the former group, you don't have to take my word for it, take a look at this Forbes magazine article. If you're in the latter group, and you have the ability to make it happen, do your research and start a ROWE.

If you're already working in a ROWE, especially if you're a manager and you're looking for answers to help you become a better "manager," buy this book!