R.I.P. Locus–Muzeum: Part II—RELIEF

On July 8th we posted the first in a series of three blog posts about closing Locus–Muzeum, Locus’s first coworking space. Just to be sure it remains clear, Locus Workspace itself is not closing, just that one location. We are consolidating at Locus’s Vinohrady location at Slezská 45.
The story of Locus’s closing is largely the story of three distinct emotions, sadness, relief, and optimism. The first post explained why SADNESS was so central. This post explains the RELIEF! The next post will share our OPTIMISM about what’s to come.
Given how much personal meaning Locus–Muzeum had for me and all the good things that were part of that coworking space which made closing so hard, why would there also be relief? As with the post describing the good things that made closing sad, there were three main negatives. With the closure of that location, we get to say goodbye to those negative. Aaaahhhhh. Relief. Here they are…

1. Locus–Muzeum was never the ideal coworking space

Locus started at the Muzeum location for many reasons, none of which were because it was an ideal space for coworking. Locus began in a 105 square meter flat. It’s a beautiful, homey flat with three walk through rooms, a jacuzzi-style bathtub, a full-kitchen. The three walk through rooms made it in many ways better for a coworking space than for a flat, but still it was a flat. Not great for events, no good way to expand or even improve the interior meaningfully, no private office options, no place for a future coworking cafe.
So why start with a non-ideal spot? The location was great (a 3 minute walk from the Muzeum metro, couldn’t be more central). The price was amazing (17 000 Kc + 4000 Kc estimated for utilities). And I was committed to starting small and learning from experience rather than trying to get investors and build the perfect model from scratch and find out later that it was the wrong model, or that I just wasn’t suited for the job. For the price and location and style, I hadn’t seen anything close to as nice for coworking in Prague, giving my commitment to starting small and learning from experience. It was the perfect “starter model.”
But from the beginning it was just an experimental “minimum viable product;” a test case to learn how coworking works, to see how it suited me, and to make sure my idea of a “sure thing” social business could actually succeed. Assuming all went well, I expected to move on to a different location after a year or two. From that perspective, closing Locus–Muzeum was a positive step in that direction, it just took a half decade longer than expected.   

2. Adding an extra location seems like it will more than double the value, but take less than double the work. It won’t.

In late 2012 we had 78 members, the space was full, and I had to decide whether to create a waitlist and stop accepting new members, or to expand and open a second location. We weren’t making enough money to justify continuing long-term with just one location, so it was really a choice between expanding then, expanding later, or just closing down. I decided it was the right time to expand.
Part of my reasoning about expanding was the idea that having two locations in Prague would add value to each member and to each location: members would have the option to work from more than one place (for a small extra fee), and the marketing put toward either location would add value to the other one. Along with the synergy expected from a 2nd location, it also seemed like there would be much less work per space. We could have events at one location or the other, we could use the same cleaners at a discount price, interns would have no difficulty moving between spaces if needed since the systems were the same, accounting, legal advice, etc., would essentially be for the same business.
I also decided to increase prices for new members. Prices were in fact too low to make this a sustainable business, and I thought with the added value and expected added exposure, this would be a good time for a price increase. Given what I knew then, I think it was (mostly) a good decision.
Given what I know now, it was a terrible decision. Thank you, Berta, Locus’s employee at the time, for working through the most difficult time in Locus’s history and putting up with me during the most stressful period this business owner has yet experienced. So why were these decisions (to expand and increase the prices) so bad?
First of all, we decided to expand right at Locus’s peak (though I didn’t know at the time it was a peak). Shortly after signing the contract, we lost about 25% of Locus’s membership. Some left because of the season (I now know there’s always a downturn at the end of the calendar year for several months into the new year), some left because the space was fuller than ever and they wanted to work from a less-crowded space, and some because a tight-knit group decided to get a private office together and some of their colleagues moved along with them. The loss in members—I think without any other loss in quality—made the space significantly less attractive as a coworking space.
And just as that new reality hit, it was time to open the new location. Already there were too few members for the original location, but I remained hopeful that the expansion and the change in seasons would lead to the growth we expected. Of course the expansion didn’t work that way.
Many members from the old location moved to the new one, making the original location even less “coworking like”, but not enough to give the new space more than a mostly empty feeling. A big part of what people pay for when they join a coworking space is the community, or at least the social setting, working productively alongside others with that motivating social pressure and the comfort of not being alone. Almost overnight, that was gone.
When we originally opened Locus, we explicitly set full-time membership at half-price, making it clear that it was a special price to compensate for the fact that we didn’t yet have the community that gives a big part of the value to coworking. That worked wonderfully and we were able to double prices later without any surprise to our members or any net loss in memberships.
But now we were already charging full price and suddenly we didn’t have enough members either location to feel like a healthy coworking space. We couldn’t turn back the prices without a LOT of work and a big loss from our existing members, and we needed the money. For the first year or so of having the 2nd location open, we were very near to deciding to close the new location on more than one occasion. It remained far less full than the original and cost more to operate. That didn’t help member comfort, since of course the members want to know their office is not on the verge of closing from day to day.
But then something changed. The new location gradually became more popular and profitable than the original, and that trend just continued over time, until the new Locus (objectively a better place for coworking) was doing great in its own right. The original location, on the other hand, never recovered.
A second big problem with the expansion was that rather than adding value, the two locations seemed to reduce the value. Almost no one worked at both locations, and we had very little success signing up new members (for the first time in our history, we didn’t get a new member for more than a month). Unfortunately, I made the novice mistake of changing two things at the same time, increasing the prices and opening a second location. Along with the decrease in community in both locations, this made it difficult to guess well about what caused the stall in new memberships. I think all three changes were part of the cause.
The price change was an obvious culprit. It’s the only reliable metric people thinking about joining a coworking space can use before they actually visit a space (and most people don’t visit more than one or two spaces), since you need more than a tour to get a real feel for the community. We cater to freelancers and other location-independent professionals, and that particular demographic also thinks about the cost of an office more than, say, your average Silicon Valley billionaire.
But the price increase wasn’t so extreme and it didn’t make sense to me that it would have such a large impact. Counterintuitively, I think the bigger culprit was paradox of choice: members had to pick a home location and pay a 5% surcharge to use both locations. I thought the price was so small it would only stop people who wouldn’t use a second location at all. But in fact almost no one wanted to use both locations, so even the 5% surcharge was enough to think twice. More than that, though, just having to choose a location added a step in the decision process. Perhaps it was easier not to make a choice at all, and just try a different coworking space instead. Well there’s a hypothesis anyway. Thankfully, it was relatively easy to address both problems. The price change only affected new members, so we rolled back prices to the pre-expansion rates. We removed the paradox of choice by dropping the need to choose between spaces altogether. All members could work at either location, no surcharge. Almost immediately, new members started to roll in. Of course, with a lot more experience now, I recognize it all could have been due to the change in the season, chance, and other events outside my frame.
But there were other costs to the split locations. We had to choose which improvements to make where, and which events to hold where, and in general the two spaces were different, with distinct pros and cons. Many members would perceive an improvement or an offering at one location as a kind of diminished relative value of their own location, so there was a real sense in which we had to strive to offer the same kinds of activities at each location, even though the demand wasn’t there and the expenses and work would be much higher. As such, the fact that the two spaces were working largely as a single coworking membership meant a meaningful loss in perceived value for everyone. Furthermore, since the managers had to worry about two spaces across town, it also meant a large objective increase in work for us and a drop in the quality of service provided to either space. And members felt the difference.
It eventually became clear that either the two locations should be completely separate entities, or they just shouldn’t be located in the same town at all. For this reason alone, I decided it would be better to have a single great space than to have two separate spaces each trying to do part of the job. A better experience for members, a better coworking space, and more time for me to think about the bigger picture rather than day-to-day management issues. Another reason it felt right to close Locus–Muzeum.

3. Oh the power of a bad building owner.

There’s lots to be said for leasing rather than buying the building where you run your business, particularly if it’s in a rapidly developing industry like coworking and you’re still learning about how to run the business. The obvious benefit is cost: we couldn’t have afforded to buy our building even if we’d wanted to. And, of course, as an entrepreneur learns over time what they want from the business, the ideal location is apt to change. It is nice to have a relatively easy option to move.
That said, there are many costs to not owning the property. There are many decisions about access to the space and the kinds of services you can provide that depend on the good will of the building owner (or a really good original contract). What’s more, as many people with experience in the coworking industry can attest, the building owners are often not the upstanding citizens we first take them to be. Many coworking space owners have told the story of their landlord or landlady deciding that coworking seems like a very nice business model and deciding to ramp up the rent or just open a competing space with better terms in the same building. Alternatively, the rents may just go up on their own, or the owner may decide coworking is not a good fit for their building and make the life of the tenant difficult, even if the contract is long term and doesn’t permit raising the rent.
In Locus’s case, the owner—or perhaps the new property management company that took over for the owner—simply began to do a series of harmful things for our business and refused to communicate about it or help remedy it. Try as I might, I could not come up with a reasonable story about why it was happening, so I made up unreasonable stories (hey, they’re the best I had). If they wanted higher rent or just wanted us out of the building, they could have simply raised the rents or ended our lease agreement, which was only on a year-to-year basis as it was. Instead, they just started to act like slum lords.
They changed the bells for each flat to a system that made events in the space extremely hard to manage, and refused to let us pay for our own bell system to solve the problem. They took promised advertising space off the outside of the building and gave it to other tenants without telling us. The heat stopped working in winter, for 1.5 months, and we had to battle to get space heaters that would warm the rooms enough for people to work, much less to get reimbursed for the costs. They stopped paying for interior repairs that were part of the contract or verbal agreements. They invoiced Locus for private contracts they had with Locus’s members, and they invoiced us for other services they never provided. And in every case, just to get a response about the issues often took weeks or months. It came to the point where we could not make improvements to the interior without the sense we were putting it toward a lost cause, and Locus’s Muzeum members were left with the general sense that we might announce the closing of the business any day, since it was true. After about four years of what had been a great relationship with the property manager and the building owner, a change in management and the unwillingness of the owner to discuss any of it with us precipitated a complete breakdown in our ability to manage the space.
It must be true in every business, but it is no less true in the coworking business: a bad landlord/landlady can be a catastrophe. It was clearly time to leave. I cannot do justice to the sense of relief we felt in finally closing Locus’s Muzeum location just with respect to allowing us to end an unstable business relationship. Since it was due time to close Locus–Muzeum anyway, we owe a big thank you to the property owner and the management company for making that sad reality feel like such a great relief!
Next Post: R.I.P. Locus–Muzeum: Part III—OPTIMISM. Why we are so excited about what’s to come!

Come Write at the NaNoWriMo Write-Ins in November!

You don’t have to write alone! Come to the NaNoWriMo write-ins on Nov. 12 and 19!
byPhoto by StockSnap via Pixabay w/ CCO license

By Beth Green

The first time I experienced the spirit of coworking was about 14 years ago, right here in Prague. Someone I knew had roped me into this crazy challenge—we were setting out to each finish a novel in a month by writing 1,667 words a day.

Now of course I, like many of you, had always dreamed that one day I’d write a novel. But was “one day” really turning into “today?” And a novel in a month? Preposterous!
The first few days of the challenge, I pounded away on my keyboard dutifully. The words started to accumulate. The story started to take shape. But as work and life intervened over the course of the first week of November, my drive started to wane. I was ready to quit the challenge. The goal was to write 50,000 words—and I was about 45,000 away. But my friend convinced me to come to a meeting she was holding—a “Write-in,” saying she’d re-energize me and my story.
Nervous, and quite skeptical, I entered the small café in Nove Mesto my friend had chosen. I was late (people, I’m always late) and so a lot of writers were there before me. Laptops and notebooks were spread everywhere and beer mugs and wine glasses filled in the rest of the space. I chose a chair, pulled up the manuscript I was working on and stared at the blank screen like usual.
But instead of being alone at home where the voice of my “inner editor” could taunt me by pointing out that my rough draft was really, you know, ROUGH, I was in a place where everyone seemed to blissfully ignoring their own self doubts. They were typing and scribbling furiously, all trying to create something out of nothing. (Well, except the guy at the end of the table. He was drinking beer and hitting on the waitress by telling her he was a Writer. You know, that guy.) And soon, I was in The Zone too—writing pages and pages of my new draft. Ideas came more easily and what the folks at National Novel Writing Month (NaNoWriMo) call the “plot bunnies” were all working in my favor.
Since then, I’ve attended NaNoWriMo Write-ins in countries around the world, in noisy coffee shops in Hong Kong and China, weird basement restaurants in Thailand and, of course, right here in the comfortable meeting rooms of Locus Workspace.
Locus NaNoWriMo Write-in 2016
Photos by Beth Green
This November, I’d like to invite the other members of Locus to join me, the Prague Writers Group, and NaNoWriMoers from around the city to come to Write-ins at Locus and tap into that creative coworking spirit together.
Though writing is generally a solitary activity, Write-ins (and the NaNoWriMo community online) help make it a shared endeavor.

The goal of the Write-ins is to simply write. Show up, put your fingers on the keyboard or your pen on the paper and let your creativity do the rest. At the beginning of the meeting you can state goals for the session, if that helps you. I’ll also bring donuts and NaNoWriMo stickers for the people who get there early, so there’s also that. 😎

Check it out! I got some writer goodies to pass out at our Write Ins next month! #nanoprep #NaNoWriMo17 #amwriting pic.twitter.com/q3TSNS6Oar

— Beth Green (@Bethverde) October 26, 2017

Though we’re holding these Write-ins for NaNoWriMoers to get closer to their goals of writing 50,000 words in November, the time is open for any Locus member who wants to come and write or work on another creative project in solidarity with the writers.
When: Sunday Nov. 12 and Sunday Nov. 19 from 11 a.m.–5 p.m. each day.
Where: Locus big meeting room
Cost: Free
Let me know you’re coming at one of the event links:
November 12th:
November 19th:
What is NaNoWriMo? Learn more at nanowrimo.org

R.I.P. Locus–Muzeum: Part I—SADNESS

It is with great SADNESS, great RELIEF, and great OPTIMISM that we announce the closing of Locus–Muzeum,  Locus’s first coworking space.

Locus–Muzeum closed its doors on April 15, 2017, after just under 7 years of operation. Don’t worry: Locus Workspace is NOT closing. Our 2nd location at Slezská 45 in Vinohrady is going strong and this was undoubtedly a positive move for Locus.

Why three such distinct emotions? And why wait so long to tell the story of why we closed?

This first of three blog posts tells the story of sadness. The next two will tell the stories of relief and optimism, hopefully conveying why sadness, despite its centrality, gives way to the more positive emotions of relief and optimism.

Mafia Night. Thank you, Nadya, for making Mafia Nights an unqualified success;
my favorite social activity at Locus, hands down.

WHY SADNESS?
There are many obvious reasons one might feel bad about closing the doors of one’s business: a sense of personal failure, financial loss, missed opportunities, or regret over poor choices all might be expected.

Fortunately for Locus and for me, none of those reasons plays a central role in the current situation. Instead the sadness stems primarily from having to say goodbye to something good.

I think they tell (part of) a good story about the entrepreneurial experience in general and about the history of the Czech Republic’s longest-running coworking space—yes, Locus Workspace—in particular.

1. Saying goodbye to a big part of personal and entrepreneurial history

Locus–Muzeum was Locus’s first location and my own first business (assuming you don’t count a lemonade stand or two, charging an entry fee to the living room at my parents’ parties when I was four or five, or my first attempt at starting a business in Prague in 1995, which never made it to opening day). It was also the second coworking space to open in Prague (after Coffice, the first coworking space in the Czech Republic, which closed its doors a couple years ago). And, at closing, it was the longest running coworking space in Prague, or the Czech Republic for that matter. It opened on May 4th, 2010 (about a month before Impact Hub’s Prague location).

Locus has a lot of history given the young history of coworking as a concept, and that history is now part of me, and a big part of what saddens me to say goodbye.

2. Saying goodbye to rich experiences, great accomplishments, deep relationships, and no small bit of idealism

More than that historical significance, closing Locus–Muzeum was sad because of the deep personal meaning it had, not just for me but for many of its members. My second son, Adam, was born the same month Locus opened. We had our first movie nights at Locus (thank you Evi and Yuri for your Belgian and Russian treats); joined writing meetups that were part of the completion of several members’ books and Master’s theses; participated in Mastermind meetings that saw people achieve major life-transition goals (career changes, finished degrees, business pivots including my own, etc.); imagined we’d write and perform an updated version of Čapek’s R.U.R. (the original story of robots) as a satirical play (or musical?!) using real—and really small—robots (thank you, Florian and Lauren for your passions to create!); became perhaps the first coworking space in the world to accept Bitcoin back in 2011, thanks to the time and passion from the creator of the first bitcoin mining pool and the first hardware BTC wallet, Trezor (thanks, Slush!); shared hundreds of lunches and dozens of pub nights with long conversations about philosophy, the future of work, inspiring entrepreneurial ideas, and ways we might all make the world a better place. Etc., etc., etc. Locus–Muzeum was an active center of my social-, work-, and creative life for 3 years, and it shared that center with Locus–Vinohrady for another 4 years.

R.U.R., the musical comedy?
It could have been the first show in the world with robots in the starring roles,
beating the above production by a year or two.

3. Closing Locus–Muzeum meant the end of a center for productive, enjoyable work

Bill King wrote the latest book for the World of Warcraft media empire in preparation for WoW–Legion and the Warcraft film (along with writing another five or ten books at Locus). Thanks, Bill, for helping make Locus proud! 
Illidan was lauded by many fans as the best storytelling the WoW universe has seen.

The saddest part about closing Locus, however, was knowledge of the effect it would have on the people who worked there. Locus was an active coworking space with about 50 members working out of that location at the time we closed (and hundreds of members from almost 50 countries over its seven years in operation). These members cared about Locus, helped make it what it was, and did not particularly want to see it close. Shutting down an office when it only affects you is one thing; for the most part it requires a simple weighing of financial costs and benefits. Closing an office when it impacts the well-being of dozens of others is an entirely different animal; not just a financial decision, but a moral one, and one that no doubt kept Locus–Muzeum running longer than it otherwise would have.

 

So, that’s most of what made closing Locus–Muzeum sad. But why relief and optimism? Just as the sadness came from saying goodbye to something good, the relief came from saying goodbye to some things not-so-good (and hello to something better). The optimism, on the other hand, comes from our anticipated future, a future that will be helped by consolidating Locus into a single Vinohrady location.

But this blog post is long enough already, so those two emotional stories—or at least emotion stories—will have to wait for another day.

— Will Bennis, Founder & CEO of Locus Workspace

The C in Coworking Space Also Stands for Community

We’re excited to be “syndicating” a blog post from Robin Terrell’s amazing blog on the future of work (with a particular emphasis on the location-independent variety): The Global Mobile Worker. This post in particular was meaningful to us because it’s about the meaning of community, and in particular the community Robin found (and helped create! – Thanks, Robin!) at Locus.

Along with creating this blog and being a member of Locus, Robin is a Berkeley-educated lawyer, a writer (her book, Two Broke Chicasa travelogue about her adventures traveling around Central & South America, Mexico, and Cuba with her partner–is available on Amazon), a technology / startup junkie, a proud Amazon employee.

We’re excited to be able to share her blog post here…

wordgram-of-cowork
When I first arrived in town I used Meetup to find people who shared common interest. That led me straight to Locus Coworking space. Once in the door, I quickly connected with both the startup community and the writing community, common members of co-working spaces. It has been almost three years now and although I never signed up to co-work at Locus, I realized that I spent time in one of the two spaces at least once a week.
When my new job took me away from Prague for months, my homecoming included reconnecting with my friends at Locus. I write every Saturday with a dedicated group, committed to various forms of media that involve the written word. We have bloggers, and novelists, and game script writers, and PhD students writing a thesis. We come from different countries, different generations, different genders. Our bond is a long-term fascination with words on a page.
It was through Locus that I joined my E-publishing Mastermind group that has single-handedly taken me from talking smack to preparing to upload my first ebook, Two Broke Chicas, a Travel Series, December 26th, just in time for people to use their Christmas gift cards and make their New Year’s Resolution to travel more. Mentor members, like successful sci-fi writer, Bill King, have made my dreams come true.
While plopped on a big fluffy couch to wait for the group to start, I realized how important Locus was to my social life, and sense of being, in Prague. What my virtual membership gave me access to, besides one day a month and access to my e-Publishing Mastermind group, was a community. A place I could belong with people who shared my passion for a flexible work life.

Community = Thrive

Just like we need a Tribe, we need a community. Research found that people who belong to a co-working space report levels of thriving that approach an average of 6 on a 7-point scale. This is at least a point higher than the average for employees who do their jobs in regular offices. Read more: Why People Thrive in Coworking Spaces
infographic-co-work
Grind, is a growing network of coworking spaces in New York and Chicago. Community manager, Anthony Marinos, shared, “When it comes to cultivating our community at Grind, we’re all about the human element. We consider ourselves as much a hospitality company as we do a workspace provider. Our staff knows all of our members by name and profession, and we’re constantly facilitating introductions between Grindists.”
Research in Forbes magazine showed that entrepreneurs with larger and more diverse networks grow their businesses bigger.Co-working spaces can be a place for women, known for being great communicators and collaborators, who don’t excel at building power networks can find a safe space to start. (Women tend to build deep and narrow networks women-networkwhile men wide and shallow ones.) I’ve added several women to my network from Locus, and started an informal dinner group to encourage young professional women to support each other, over a glass of wine.

Building Intentional Communities

Some experts believe that co-working space should be built more like intentional communities. Example, Brooklyn’s Friends Work Here. Founded by NYC-based Swiss-born designer and entrepreneur Tina Roth-Eisenberg, who’s also behind the international lecture series CreativeMornings (which happens monthly in Prague, but mostly in Czech) and Tattly. The space came as a response to Roth-Eisenberg’s negative experiences in “soulless” coworking places that are more focused on making money than cultivating inspiration among its members.

A Wealth of Human Resources

Locus is how I found my brief dog-sitting gig. I enjoyed several days of pretending to own a dog, forced to take several walks every day, which did wonders for my mental health. I’ve enjoyed people passing through town and people here for the duration, like my friend Sarah who first came when it was Czechslovakia, and still communist. She is at heart a historian, writes historical fiction, and loves talking about the history of this country she calls home, as a well-informed outsider.
It was hysterical and inspiring to sit in on Texas Holdem’ Poker night, where people from around the world turned into ruthless gamblers who might gut you for a pair of Ace. It was motivational to listen to Regina and Mike talk about becoming Courageously Free, and through that relationship I was interviewed for their podcast – which should be out just in time for my book launch.
There were people at Locus doing, looking for, thinking about the exact same things as I was. We all wanted to marry our fascination with social media and our passion for words. I could pick the brains of people who, like me, were inspired by Prague, determined to make their literary dreams come true. We figured out all kinds of ways to make money with words. My critique and Saturday writing buddy, Beth Green, will fix your words for a fee. Which still leaves her time to search for an agent for her first novel, represent on Booklust and @bethverde, and be a Wanderlust columnist at thedisplacednation.com.
My writing group has sustained me, in ways both creatively and emotionally, over noodles and pivo at the Vietnamese restaurant down the street from Locus. We’ve discussed our lives and our loves, U.S. and European politics and the meaning of feminism.
We’ve shared critique groups and book front-cover
launches, like Sonya’s soiree for Under a Caged Sky, held at Locus Slezka, where we toasted with glasses of wine under the skylight, with Prague as the backdrop.

Staying Engaged

partyOnce I’d had that moment of realization, that my co-working space was my community, I started to look around for other ways to participate. Engaged in the social media connection and found easy, fun ways to stay involved. I am looking forward to the Christmas Party catered by Ethnocatering, a social enterprise of migrant women that serves authentic food from Georgia, Afghanistan, Belarus, Iran and Armenian. You can’t find this deliciousness in restaurants. I know, I said it, that bad M word. Well, I must own it because here in Prague, I’m a migrant. A tax paying, law abiding expat seeking shelter and new beginnings.
I know I’m not alone in this revelation and would love you to share your experience of finding community in co-working spaces. Tell us your story in the comment section here at the Global Mobile Worker Project.

Coworking or Working in a Home Office

I have now experienced both working from home and working from a coworking space.  Both have their advantages and disadvantages. As my business changes from freelancing to bringing others on board to help, a home office is no longer suitable.

 
In an ideal world having both a home office and a desk in a coworking environment is the best option.  There are days when it would be great just to stay at home and relax more than I would in an office.  Very occasionally I miss having an office at home during the weekends. – I have ended up working weekends three or four times during the year, so it is not a huge drawback going to the office.

The Benefits of a Home Office

I always like the time saving when working from home.  Breakfast, shower, then work – rather than having to spend time going to an office.  I have sometimes found myself not leaving the house for two or three days, I am sure that is not great for my mental welfare.

Young Children and Home Office

My youngest is now nineteen months.  For the first two months, it was great working from home – though I did a lot less work than normal.  To be there to help was good for everyone.

Not Being Around Other People

I can find other people trying.  It is often much easier to separate myself and get on with work.  I have worked in places where co-workers would be highly negative, be very loud, interrupt with a bloody cat video that you really have to watch because it is such a laugh – there are times when people can drive me mad.
 
However, while working from home I found that a day or two could pass without having a conversation with anyone except my other half in the evening.  Sometimes the isolation was so much that I would walk to the shop just to get out of the house.  So my high points on personal interaction was a brief conversation with a shop assistant.  Not great.

Quiet

At times I need complete quiet around me for some tasks that require deep concentration or while creating videos.  It is impossible in an open office to have good sound quality on videos while others are talking nearby.
 
Thankfully the coworking space I inhabit has a meeting room.

High Self Discipline

During the last ten years, I have worked from home about half of the time.  This has created great self-discipline.  No matter what is going on around me I can sit down and get on with the work at hand.

The Benefits of Coworking

I work now from Locus in Prague.  For my clients, it would make no difference what city I was in.  I have met a few coworkers that use this flexibility to live in and see other cities in Europe.

Professional Environment

Only once while working from home was my office not a spare bedroom. Even then that office turned into a bit of a store room. Due to remotely working with clients I use video and screen share.
I find it embarrassing to have a bed or storage boxes in the background while having calls.  I know many do not like this – but image is hugely important in business, (and in life).  First impression matter.
 
It does not matter if others are in the background having calls or talking while I am on a call – this is what I expect in any office.

Office Address

Like most other around me, I find most of my business via my website.  I have seen competitors use their home address on their website.  It does not look professional; at least a virtual membership in a coworking space looks after this aspect.
 
Additionally, most coworking spaces are in the centre of cities.  This makes it easier to meet with clients.
 
Google local is likely the most important part of SEO for many smaller local businesses. It is much better to turn up in these searches in the middle of a city with higher search volume than in some small village or town.

Everything is Organised

The internet connection is fast and I never have to touch it.  The coffee machine works and I never have to clean it.  The trash is emptied and I never have to think about it.  You get the picture.
A large amount of trivial items that have to be organised in your own office are there and working.  This lets me just get on with work, instead of making lists of things that need to be done that steal away my time.

Being Around Other People

I run a few websites and an SEO company.  Ideas come more often when interacting with others.  I get information from people about tools for writing, publishing, project management, the list is endless.  I understand that I can look up this information online.  Running websites has imbued me with a lack of trust in most information online – everyone has an agenda – as one of my philosophy lecturers who was also a priest told me, as I was arguing about his agenda.
 
We started a mastermind group that includes six members.  We meet every two weeks, talk about problems, set goals, and are held accountable for these.  This has improved my work tremendously forcing me to regularly review goals and stick with them.

Separation of Work and Home

I have been out of my home office and back in coworking for the last three months. This has been the biggest advantage – when I am at home I am not thinking about work and at work I am not thinking of home.
 
While working at home, sometime during breakfast my head would move into work and I was less present for my family.  Lunch could be a challenge to talk about non-work related subjects.  I would eat my lunch and head right back to my office.
 
Now I find myself talking more with my other half during lunch on the phone than I did while working at home – who would have guessed?

Better Concentration Skills

Over time, concentration skills become better if you work in environments that are not completely quiet.  This can be difficult in the beginning and some perseverance is required.  But you can end up being able to work anywhere, which is a great habit to develop.
 

I have made my choice, working in the company of other people is more stimulating, encouraging, and motivational for my temperament. Leslie writes on his own blog, but more often on his company website.