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It is easier to do that if expectations are clear.
如果要求明确，就更容易做到这一点。
Anne Raimondi of Asana, a work-management platform, says the firm expects people to come in on Mondays, Tuesdays and Thursdays, and has a "no meetings" day on Wednesday.
工作管理平台Asana的安妮·雷蒙迪表示，该公司要求员工们周一、周二和周四来上班，并且将周三设为“无会议”日。
If a manager wants to have a meeting that day, they have to "recontract" with their team and explain why it is needed.
如果管理者想要在那天开会，他们必须与自己的团队“重新约定”，并解释为什么需要这么做。
By the same token, being explicit when a reply is needed on an email saves everyone scurrying around in a desperate bid to answer the boss first.
同样的道理，如果一封电子需要回复，那就表达明确一些，这样就省得大家都抢着先回复老板了。
Defining what kinds of work can be done asynchronously and what requires everyone to get together is a recipe for fewer, better meetings.
规定哪些工作可以异步完成，哪些工作需要大家聚在一起完成，这是减少会议数量、提高会议质量的秘诀。
Encouraging a set of do-not-disturb protocols makes it less likely that employees will be bothered unnecessarily.
引导制定一套“免打扰”协议可以降低员工遭到不必要的打扰的可能性。
Clear protocols also make hybrid meetings go better.
明确的协议还能让混合会议更好地进行。
Harry's, a shaving firm that has published its guidelines for hybrid working, expects each attendee to have their own screen and promises not to keep discussing the matter at hand once remote colleagues have left the meeting (though commenting on who is wearing the same clothes as they did yesterday is presumably fine).
剃须公司哈里已经发布了有关混合办公的准则，该公司要求每位与会者都有自己的屏幕，并承诺在远程办公的同事离开会议后，不再继续讨论手头的问题（不过聊聊谁穿着和昨天一样的衣服想必也没什么问题）。
Some of this will be deeply alarming to managers who worry about slippery slopes.
其中一些情况将会令那些担心“滑坡效应”的管理者们深感担忧。
First you give people space to focus at home, and soon enough you cannot contact anyone because they have changed their settings on Slack and are binge-watching "Bridgerton".
一开始你给人们在家集中注意力办公的空间，但很快你就会联系不上任何人，因为他们改变了Slack的状态，一集接一集地看着《布里奇顿》。
There are three answers to such worries.
针对这种担忧有三个解决办法。
First, expectations are firmly in the gift of managers.
首先，要求牢牢地掌握在管理者手中。
Asana's no-meetings day does not extend to meetings with customers, for example.
例如，Asana公司的“无会议日”并不包括与客户的会议。
Second, burnout is as much of a risk as slacking.
其次，倦怠与懈怠存在同样高的风险。
New research from Microsoft finds evidence for what it calls a "triple-peak day".
微软的一项新研究找到了它所说的“三峰日”的根据。
As well as the usual large crests in activity in the early morning and after lunch, around 30% of employees at the tech giant also experience a smaller, third bump in work in the late evening.
除了通常的出现在清晨和午餐后的工作高峰外，这家科技巨头中大约30%的员工还会在深夜经历第三次较小的工作高峰。
That may be a sign of people getting work done when it suits them -- or of the workday extending relentlessly into every waking hour.
这可能表明，人们在适合自己的时间完成了工作——或者表明，工作日会无情地延长到醒着的每一个小时。
Setting expectations, over things like how quickly notifications need to get a response, can help determine which one it is.
设定要求——比如需要以多快的速度响应通知——可以帮助确定是哪一种情况。
Last, good performance is not defined by employees' locations at specific times of the day but by what they achieve -- what Mr Bloom calls "managing outputs, not inputs".
最后，良好的工作表现不是由员工在一天中的特定时间所处的位置来界定的，而是由他们的成果来界定的——这就是布鲁姆所说的“管理产出，而不是投入”。
If bosses can articulate what counts as productive activity, and evaluate it regularly, it matters less whether employees are at headquarters or stinking out the spare bedroom.
如果老板能清楚地说明什么才是生产性活动，并定期对其进行评估，那么员工是在总部还是待在卧室里发霉就没那么重要了。
Managers may have concerns about hybrid working, but it is pretty clear what will make it successful.
管理者们可能会对混合办公感到担忧，但混合办公的成功之道已十分明朗。
译文由可可原创，仅供学习交流使用，未经许可请勿转载。
