But my COO, who worked his way up through the ranks because of his smarts and drive, saw that our policy hurt us. With people spread out, it was hard to tap their power and the ideas that come from working side by side. Folks who were working at home were not participating in team discussions or hearing the latest updates on what is new and what not to do anymore. They were isolated, and they lost the energy and better communication that comes when people are face-to-face.
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And my COO felt performance was slipping. Revenues were dipping by about $100,000 per month. While some people on our team do a great job no matter what, he felt others would benefit from closer supervision. At home, it's easy to get distracted by tasks like feeding the dog or surfing the Web. Some team members' performance evaluations were declining. Their follow-up on projects was sometimes slower than we wanted.
He also wanted to do more training, something that is hard when everyone is dispersed. Some of the best training opportunities happen when someone nearby helps a team member spontaneously.
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