Remote engineers are cut off from their team. It’s even worse when the rest of the team is in an office together. The remote person misses out on a lot of interactions, and the team isn’t motivated to include them because they have each other at hand.
Here are some takeaways from the interview:
1. Move conversations to Slack
You might think, “Sounds great, but GL pulling it off.” There is a way, but you need to be very intentional about it. Start by moving professional conversations to Slack, and go from there.
2. Rearrange your meeting rooms
People won’t instinctively involve a TV in a conversation. But that’s what you need to do to include remote engineers. Make sure the TVs are positioned to make it natural to look at them and make sure the audio works great in both ways.
3. Create opportunities to speak
Humans are very sophisticated in having conversations; the cues we give others to join in and speak up are quick and subtle. They’re easy to miss when you're remote. Create explicit opportunities for your remote employees to speak up in meetings.
Obviously, there are a lot more topics and details to cover in this topic.
It’s not a sexy story. Once you’re a VP, you’re a VP, right? Well, it takes time to learn to be an executive. It took Rands about 3 years, so you likely won’t be able to figure out a completely new role in 3 hours.
2. Tell the truth ASAP
Always tell the truth quickly. However, handing out random facts isn’t helpful. You need to examine them, put them into context, and tell a story about what you can learn from them.
Always tell the truth asap, but don’t “YOLO the comms.”
1. Entrepreneurial engineering is built on tech expertise
Business-minded engineers need strong technical skills to be able to find and build the right solutions. Mid- to senior level is a must. Let junior engineers focus on the technical side.
2. Creativity and collaboration are must-haves
They need creative and critical thinking to come up with technical solutions to complex customer and business problems. Collaboration is equally important, as they need to work with people focusing on different areas of the problem.
Company-wide core hours are the best tool you can have to organize remote meetings across time zones. You also need to make sure people understand to be reasonably accommodating to each other’s schedules.
2. Move announcements out of meetings
Most people have more meetings in the remote world. Not calling meetings for announcements and status updates is a good start to counterbalance that. You can use asynchronous platforms to replace these meetings.
Episode 42 is here, the answer to life, the universe and everything: @mseavers, ex-CTO at @riotgames@RiotCareers discusses building self-managing teams.
1. What does the manager do in a self-managing team?
The leader’s job is to coach. You don’t do the frontline work, so you shouldn’t make all the frontline decisions. Teach your direct reports to solve problems and think for themselves.
2. There are reasons not to build an autonomous team
Leaders often have a desire to get more involved in the frontline work. Making decisions for your team can be quicker than taking time to have them think it through. But you come out ahead in the long run by letting these go.
1. Hire the right people
You need to hire for specific qualities when working in a hybrid team:
-Communication skills
-Proactivity
-Openness to feedback
-Inclusivity
These qualities have always been important, but they became essential in hybrid teams.
2. Document goals
You can’t rely on organically noticing in the office that an employee isn’t clear on the team’s goals and easily remind them with a few words. You need to make the goals explicit, and create a go-to document for your team to look at when in doubt.
1. About half of the tech companies didn't suffer badly from the pandemic, and almost as many experienced positive changes as negative changes. Only about 1 in 3 companies was forced to downsize at all.