Re:Remote Work Report
by netjiro on Monday April 20, 2020 @12:45PM
(#22925618)
> will draw the wrong conclusion
A risk. But it doesn't take much to get people on the right path.
1) trust your staff, give them autonomy and agency.
2) asynchronous transparent communication for discussions and decisions.
3) remove friction: few small tools for communication and collaboration, good audio, forum, wiki, git, etc. Services: shopping, childcare, etc.
And a bunch of smaller tricks. But trust, transparency, asynchronous coordination are the major points.
I've helped "rush" groups to full remote with less than 10h "training" during the last few months now that it suddenly became important to a lot of people. More time would have been great, but even a small bit can help a lot.
If you have experience of remote / distributed work, help out and teach others now that they really need it.
Re:Remote Work Report
by cvlasdkv on Tuesday April 21, 2020 @02:01PM
(#22937548)
#1 is a non-starter for many managers in companies of all sizes. Unfortunately the personality-type that lends itself to accumulating power is not one that thrives off trust.
A risk. But it doesn't take much to get people on the right path.
1) trust your staff, give them autonomy and agency.
2) asynchronous transparent communication for discussions and decisions.
3) remove friction: few small tools for communication and collaboration, good audio, forum, wiki, git, etc. Services: shopping, childcare, etc.
And a bunch of smaller tricks. But trust, transparency, asynchronous coordination are the major points.
I've helped "rush" groups to full remote with less than 10h "training" during the last few months now that it suddenly became important to a lot of people. More time would have been great, but even a small bit can help a lot.
If you have experience of remote / distributed work, help out and teach others now that they really need it.