The rules are the same. Treat people well. Expect great things from them. Be human. The details though, they make all the difference. Managing the nuances of engagement and productivity with a couple thousand miles between you and your team is both science and art. My name is Shane. I have been running a fully distributed team of 20-40 North American creatives for the last 5 years. Our success has come from a cohesive set of technical and cultural systems: the right people, the right environment and the right tools.
* Build the right team: happy, helpful, curious & accountable
* The rhythm: offer consistency
* Relationships in the void
* Use the right tools
5. 1. The Future of Teams
2. Building the Right team
3. Rhythm
4. Relationships
5. Communication & Technology
6. Conclusion
DISTRIBUTEDTEAMS REQUIRE
AUNIQUEAPPROACH
9. 50-FOOT RULE
Teams on separate floors (more than 50 feet apart)
actually talk less than a distributed team.
Distance
Probability of collaboration
Same corridor……………………………………. 10.3%
Same floor………………………………………... 1.9%
Different floor……………………………………... 0.3%
Different building………………………………….. 0.4%
Study by Bell Labs & University of Arizona 1988
20. get multiple contracts
Not everyone is going to be the perfect fit
* In 2010, we tried 43 contractors of which 15 have multiple contracts (good year)
1 OUT OF 3*
21. • Failures are inevitable, plan for them
• Try before you buy
• Figure out YOUR culture
• S&P’s: Happy, Helpful, Curious,
• Accountable
THE RIGHT TEAM REVIEW
22. Can anyone succeed as a valuable member of
distributed team with the right training and support?
Do people have specific predispositions that make
them more likely to succeed?
CHALLENGEBreak
into
groups
and
discuss
the
following
ques6on:
24. I can predict the long-term outcome of
your success if you show me your daily
habits.
John Maxwell
“
25. How do I win?If your team can’t answer this right off the bat, stop what you are doing.
You are about to loose a lot more money.
26. • What’s next?
• Why, who, how and when
• Why more Is less
AREYOU MANAGINGTHE QUEUE?
27. • What did you do last?
• What will you do next?
• What is in your way?
• Do you need a meeting?
We
call
it
a
“Scrum”
THE REGULAR STANDUP: SCRUM
28. Everything has an
Just because you asked for help or for
someone else to collaborate does not relinquish
accountability. It is yours until it is done.
OWNER
29. Clear Feedback is Not Optional
The only true measure of feedback quality: WTFs / Minute
Adapted froman OSNews.com comic
30. MEASURE PERFOMANCE NOT HOURS
We should focus on what people get done,
not how many hours or days worked. Just as
we don't have a nine-to-five day policy, we
don't need a vacation policy.
From the Netflix “Reference Guide on our Freedom & Responsibility Culture”
“
35. Rhythm Review
• Create regular habits
• Make sure everyone knows how to win
• Manage the queue artfully
• Run a regular standup meeting
• Everything has an owner
• Provide clear and explicit feedback
• Figure out a consistent communication pattern
• Measure performance not time
• Help people with their time management
• Respect personal load and priorities
36. A couple times a year, one of our highest performers
will simply vanish mid-sprint. No explanations, no
warnings, no call-backs. 98% of the time we can
count of him, but those time he disappears are
painful. The cause is burnout. How do you monitor
your distributed team’s mental health? How is it
different with a remote worker?
CHALLENGEBreak
into
groups
and
discuss
the
following
ques6on:
39. BEARTFULLY
It is the natural state of things to be disconnected
from a distance. It takes additional effort to create
camaraderie through commonality.
INTRUSIVE
40. D
I
S
C
Outgoing
Reserved
Task
People
Dominant
Driving
Do’er
Inspiring
InteracDve
InteresDng
SupporDve
Stable
SensiDve
ConscienDous
Competent
Careful
42. Online“Water Cooler”: life.shaneandpeter.com
Dear
Bullies,
You
made
me
cry
Painted
Pelicans
on
My
SurKoard
Ladybug
Family
on
Halloween
New
Floors!!
Brandon
&
Alaire’s
Puppy
Serenity
Walks
on
Her
Own!
Dan
Peter
Brandon
Shane
Reid
Shane
46. WAIT FOR ME!
It is incredibly easy to become disconnected. As a
leader, you might want to pause and see if anyone
is following you. Ask your team “How can I be a
better manager”?
I’m your leader!
47. 6TH SENSE Working with people you can’t see is like surfing in the dark.
48. Relationship Review
• Be open, honest and nosy
• Pay attention to personality
• Hit home runs
• Engage using social media
• Create online social spaces
• Check out Co-Working
• You can’t replace face to face
• Intuition & self reflection
49. CHALLENGE
What are good ways to reward remote workers?
I want to give a small reward to my developer for accomplishing
a goal, such as taking them to lunch. However, we are a remote
team, so I cannot take them to lunch. Yet, it seems like just
sending them a gift card or something doesn't convey the same
sense of gratitude. In other words, it isn't about the money...it's
the thought that counts. ”
“
Question from Quora: http://b.qr.ae/eWqvEg
Break
into
groups
and
discuss
the
following
ques6on:
51. THE PROBLEMS FOR WHICH WE USE TOOLS
• Communication
• Community
• Meetings
• Track Work / Accountability
• Knowledge Tracking
• Source Control
• Collaboration
64. Control the Source
• Dropbox
• SVN / GIT
• Shared drives
• Google Docs, Open Office
• Documentation (Wikis)
CONTROLTHE SOURCE
65. Try things
• Be agile with your systems
• Have reviews and elicit feedback from your
whole team.
• Ask people: “What do you know about our
team & tools that I don’t see?”
Synchronize your watchesControl the SourceTRYTHINGS
67. • Be agile with your systems
• Synchronous vs asynchronous
• Work comfortably
• Email is the last option
• Control the source
• Collaboration is easy with the right tools
• Review for feedback
Technology Review