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  • Jim Plunkett

Bruce Hornsby..."Some things will never change"

I think the core issue here is treating WFH or remote working like it is the office. This is like comparing amazon in the late 90s to a bookstore. Yes, they both sold books - but if you judged amazon from the bookstore experience you were used to, you would have thought it was terrible because you couldn't have a bookstore experience. You would have missed the entire paradigm shift. This is the same situation now. There are lots of handy tips on how to implement effective remote working agreements (ours are here https://dydx.digital/remote_teams/), but the first step is to change your thinking of what the work environment needs to be. A meeting is a very inefficient way to solve most problems and we know this because people complain about meetings all the time:

- people aren't focused

- extroverts/senior people force ideas through

- they are often badly run/managed

- people are unprepared

- hard to track next steps (meeting notes etc needed)

why recreate flawed approaches when you have the opportunity to improve effectiveness? remote working requires far fewer meetings as sharing information is easier BUT requires the person communicating to do more work i.e. better-structured communication vs a meeting to explain what you mean. You can do effective brainstorms and interactive sessions versus video calls, it is easier to manage next steps and agendas plus polling and side chats allow the quietest people to share their insights.


Managing remote teams requires more work and more structure but very little of it needs to be about control. Working agreements that the team supports are critical. Things like What tools and channels are we using for what purpose, where do we share information, how do we issue and track tasks, what must we stop doing, what is our etiquette on different channels etc.

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