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 Magna
Carta for the Virtual Age
By Jeff D. Zbar
Jennifer Johnson sees no irony between the document
she's dubbed her "Virtual Magna
Carta" and the original. England's "Great Charter" was
written in quill in 1215 and guaranteed land and civil rights
from the monarchy; Johnson's, written 785 years later
on her Pentium desktop, outlines how a company can maintain
"professionalism in the virtual workplace."
Johnson spent 12 years in corporate America before
launching her Salt Lake City-based public relations firm in
1997. Her Magna Carta lays out 10 key practices employed by
Johnson & Co.'s 17 associates—none of whom are
based in the same office location (Johnson calls her firm
"the virtual agency")—and could serve as a model for
any team working outside a traditional office.
The rules, viewable at www.joandco.com, revolve around
one tenet: Success stems from the right mix of technology,
process, and culture. They encourage the use of tools like
instant messaging and Web faxing ("Technology is your friend"),
but also say, "Technology is not your only friend"—stressing
the need to "overcommunicate," set personal and professional
boundaries, and establish relationships ("there is life in
virtual space") to build balance in a remote worker's life.
When Johnson previewed the document at a team-building
trade show last summer, she says, it was lauded for providing
the commonsense insights that technical methodologies leave
out: "People really reacted positively to our thinking. They
agreed that the most questions and hang-ups [about telework
and virtual teams] centered on the cultural part." ...
A written document like Johnson's is a good way to
lay out expectations and procedures in a loosely housed but
highly organized work environment, echoes John Girard, a senior
analyst with the Stamford, Conn.-based Gartner Group. It's
up to a virtual manager to articulate a clear vision, support
the culture, and serve as a role model—to "walk the talk,"
he says.
Any company keen on working virtually could benefit from
a document that personalizes its practices, Johnson
believes. "It really was created to further define the virtual
workplace and boost productivity," she says of her charter.
"It may sound funny, but in order to create flexibility, you
have to have rules."
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