Make it work

So, You have agreed a new pattern of working arrangements – but the planning doesn't stop there. Most managers are initially cautious about their staff coming into work at different times and are concerned about how to marry up their needs and those of the business. You need to reassure your boss of the success of the arrangements from the outset.

Identify any problems early on
In planning your new work pattern, you and your manager will already have explored key issues from each other's perspectives and developed strategies to overcome them, such as identifying who will do your work when you are not there. Now it's time to put these in action and iron out any teething problems as they occur. Make sure everybody knows what they're supposed to be doing – chances are it won't just be your role that has undergone changes.

Keep in touch
What do your colleagues, manager, client or suppliers need from you? Consider how you keep in touch with what is happening when you're not there. Check that you are linked to work and social communication networks – things will invariably happen when you are not around. Make it easy for others to remember and involve you by being as accessible as you can. For example, if you're having quality family time, turn your phone off, but do check for messages.

Inform others of your working pattern
Ensure meetings are planned to suit everyone's availability. Educating other people about your new working arrangements is often one of the biggest hurdles. Let others know when you will be in the office. Set up some simple check-in procedures to help people find out when you are available – like putting a timetable on your desk.

Create goals – and reach them
Most incentive schemes are linked to the achievement of objectives. Therefore, you'll need to manage expectations and adjust objectives if there is a reduction in working time. Shift the job focus to the achievement of outputs.

Agree from the outset some easily identifiable success criteria that reflect how well the new arrangements are working for you, your manager and your colleagues. You should also identify clear review mechanisms.

Striking a work–life balance can be highly beneficial to you and the business. You have every right to ask for what you want – just as long as you recognise that it is your responsibility to make the arrangements work.