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Leading Without Seeing: managing distributed teams
The document discusses the challenges and strategies in managing distributed teams effectively, emphasizing the importance of leadership, accountability, communication, and team dynamics. It outlines key components such as building the right team, establishing consistent habits, fostering relationships, and utilizing appropriate technology for collaboration. The conclusion highlights that remote work is sustainable and the focus should be on achieving goals while supporting team members to succeed.
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Leading Without Seeing: managing distributed teams
- 1. Managing a DistributedTeam LEADING WITHOUT SEEING @justlikeair #remotemgt
- 2. Hi, I’m Shane& I run a 100% DISTRIBUTED company.
- 3. (some people callthem clients) ACOUPLE OF OUR FRIENDS www.shaneandpeter.com
- 4. CHALLENGES FOR DISTRIBUTEDTEAMS • Leadership • Accountability • Synchronicity • Trust • Culture • Isolation • Balance
- 5. 1. The Futureof Teams 2. Building the Right team 3. Rhythm 4. Relationships 5. Communication & Technology 6. Conclusion DISTRIBUTEDTEAMS REQUIRE AUNIQUEAPPROACH
- 6. The Future ofTeams 1.THE FUTURE OFTEAMS
- 7. A team ofpeople using technology to work on the same stuff from different places. DISTRIBUTED TEAM
- 8. Team Structures Co-located Co-located parttime Remote offices Distributed w/ overlapping hours Distributed w/ different hours Increasing Distribution
- 9. 50-FOOT RULE Teams onseparate 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
- 10. ADVANTAGES • Talent • Productivity • Diversity • Minimal infrastructure • Cost savings • Ecological • Work - life balance • Individual control
- 11. • The futureof work • Highly productive • Major benefits • Significant challenges • Calling all leaders FUTURE OFTEAMS REVIEW
- 12.
- 13. THE RIGHT PEOPLE • Talented • Happy • Helpful • Curious • Accountable
- 14. TALENTED 1) Normal interviewsoften don’t work 2) Remote interviews certainly don’t 3) Try before you buy 4) Hire slowly and fire quickly
- 15. PERSONALITYMATTERS MORETHANTALENT When itcomes to Distributed Teams:
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- 20. get multiple contracts Noteveryone 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 areinevitable, 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 succeedas 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:
- 23. 3. THE RHYTHM:OFFER CONSISTENCY
- 24. I can predictthe long-term outcome of your success if you show me your daily habits. John Maxwell “
- 25. How do Iwin?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 didyou 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 Justbecause 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 isNot Optional The only true measure of feedback quality: WTFs / Minute Adapted froman OSNews.com comic
- 30. MEASURE PERFOMANCE NOTHOURS 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” “
- 31. Flex time is contingenton availability within communication patterns.
- 32. OPEN DOOR OFFICE HOURS It’syour call, just be available OR
- 33. Help your teamwith scheduling. Even our PMs need this. It’s not out of sight if it’s in your calendar!
- 34. Every time Ibreak rhythm MYTEAM LOSES DAYS.
- 35. Rhythm Review • Createregular 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 timesa 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:
- 37. 4. RELATIONSHIPS INTHEVOID Hello? Anyone there?
- 38.
- 39. BEARTFULLY It is thenatural 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
- 41. SocialHR does itwhen hiring, shouldn’t you?
- 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
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- 44. COMINGTOGETHER Meeting peoplebuilds trust S&P Trip: Panama 2010
- 45. HIT SOME HOMERUNS Motivation & trust comes from hitting home runs. You pitch to hit their bat. © Ed Yourdon via flickr
- 46. WAIT FOR ME! Itis 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 Workingwith people you can’t see is like surfing in the dark.
- 48. Relationship Review • Beopen, 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 goodways 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:
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- 51. THE PROBLEMS FORWHICH WE USE TOOLS • Communication • Community • Meetings • Track Work / Accountability • Knowledge Tracking • Source Control • Collaboration
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- 54. Avdi Grimm, WideTeams The more universally captured, visible, and searchable communication mediums you use, the better. “
- 55. Your systems shouldfit into a user’s habitual workflow. The less they have to change, the higher the rate of adoption. WORK COMFORTABLY
- 56. Adium One Duck torule them all WORK COMFORTABLY
- 57. Email RSS Web API Mobile Get your tasks & comments in any way you like WORK COMFORTABLY
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- 59. Group Meetings • Conferencecall : iPhone & freeconferencecall.com • Conference suites : Go to Meeting, Adobe Connect • Group chat : Campfire / ICQ / Skype GROUP MEETINGS
- 60. Getting an ideaacross • Files & screen shots : CloudApp • Doodles and notes : Skitch • Screen-casts and audio : Jing • Screen sharing : Team Viewer, Skype, iChat, join.me • Code : Jsfiddle, Pastebin Group MeetingsGETTING THE IDEAACROSS
- 61. EMAIL:TOOL OF LASTRESORT • Not transparent • Not accountable
- 62. ASSET MANAGEMENT What happenswhen you can’t get a hold of a file from a key person?
- 63. BAD Source GOOD You Team Team Team You Team Team Team Team
- 64. Control the Source • Dropbox • SVN / GIT • Shared drives • Google Docs, Open Office • Documentation (Wikis) CONTROLTHE SOURCE
- 65. Try things • Beagile 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
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- 67. • Be agilewith 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
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- 69. If you askmost people, they love the idea of working from home, and would gladly leave your company for the opportunity. This is not a fad
- 70. Be On Scope,Budget & Time No matter where you work from
- 71. Find the RightPeopleTo accomplish your goals while having a great time!
- 72. Set them upto winProvide the information, support and consistency they will need to succeed fabulously.
- 73. Bring people togetherTheart of management is in transforming a group into a team.
- 74. Use the toolsandfind the ones you are missing.
- 75. And in thefamous words of Bobby McFerrin Don’t Worry, Be Happy
- 76.