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Building a case to start working remotely in 90 minutes

Jevin Maltais

People who choose to work from home are happier and more productive and often stay at a company longer. With advances in technology, many jobs can be done remotely just as effectively (or more so) than in a centralized office environment.

Join expert Jevin Maltais to learn a powerful progressive strategy to build trust and (hopefully) convince your manager to agree to let you start working remotely. Along the way, you’ll dismiss a number of common misconceptions about working remotely, such as if the employees are working from home, they’re not working as hard; collaboration is worse if people aren’t all together in one place all the time; employees who don’t work together in the same office have weaker relationships; remote work is less productive than work done in an office setting; and working remotely means that you feel isolated from the group and are left out of key decisions.

What you'll learn-and how you can apply it

By the end of this live online course you’ll understand:

  • The pros and cons of remote work and the different types
  • How to build a case for your particular situation
  • Common objections your manager might have and how to respond to them
  • Metrics to demonstrate to your manager that you’re being productive at home
  • What you need to have in place to set yourself up for success for remote work

And you’ll be able to:

  • Build a clear game plan to discuss with your manager
  • Understand the advantages of remote work and how to show your productivity
  • Capture metrics to evaluate the success of your remote pilot

This training course is for you because...

  • You work in an office setting but want to work remotely all or part of the time.


Recommended preparation:

  • Explore remote work at your organization: Does anyone in your organization already works remotely? If so, which departments are they’re in? Do they work remotely while traveling? Are there entire teams that work from home?
  • Look at your day-to-day workflow and make a list of the things you do solo, the things you need to coordinate with others, and the things that require highly interactive collaboration (like whiteboarding sessions, for example).

Recommended follow-up:

About your instructor

  • I’ve managed 50 people remotely in 10 years and a number of whom I’ve worked with for 5+ years. I’ve successfully helped a number of companies hire their first few international remote employees, most of which have stayed on long term with that company.

    TheRemoteCTO.com (My Consultancy)- Built 15 web, mobile and machine learning products for clients around the world. Our team of 9 design/development spanned 6 timezones and we would release the first version of each product within 2 weeks from the start of development.

    Triage.com - CTO - Managing a team of 13 data scientists, data managers and engineers remotely who worked all over the world.


The timeframes are only estimates and may vary according to how the class is progressing

Remote fundamentals (45 minutes)

  • Group discussion: Your level of seniority and direct reports; others from your organization working remotely; potential objections from your manager
  • Lecture: Types and challenges of remote work
  • Q&A
  • Break (5 minutes)

Putting together a plan (40 minutes)

  • Lecture: The high-level phased approach; work Saturdays from home to build a case; basic negotiation skills
  • Group discussion: How confident are you now that you'll be able to put together a plan that your manager will approve?
  • Q&A