Over the last year I've actually started to connect with my team. We have weekly video chats and spend hours socializing. As an older engineer with bad hearing, video chats are far better than crowding around a big table in a cavernous, modern office.
My only complaint is the environment I have to work in. Silicon Valley real estate is sub-par and high priced. I've been looking for a new apartment with a spare bedroom for months but the only units available are far away or run-down. If I knew I could WFH forever, I'd have left already. Here I am, waiting, because I have no idea when I'll be required to go back to work.
Heh.. I can sympathize. I find voice chat with a decent head set makes it SOO much easier to hear/understand people. And it basically eliminates multiple people speaking at once - the 'muddle' that turned into used to drive me crazy.
Everyone in my team does literally just that on Slack. If I can say something, I can type something. If I can close my laptop in the office, I can close my laptop at home just the same. Or close Slack. Or just sign out of the company's workspace.
I've worked full remote for almost a decade now. It was hard at first, until I realized there were solutions to the problems I encountered and it would take conscious effort on my part to get it done.
It's definitely possible for remote developers to achieve at least as much productivity as in person devs. But it's also understandable if people/companies don't want to make that effort.
I think this is very subjective. When I carpooled to an office my personal life lost commute time and arriving early or leaving late to coordinate with rides or buses. Gained an extra 8h a week when I went remote.
The personal relationship stuff is tricky, and I think junior folks, and especially fresh grads, got hit pretty hard here. On the flip side, I joined a new team around the time we all went remote last year (with several people I'd never met or heard of before), and it turned out just fine. I wouldn't say I'm buddies with all the new people, but I think we all feel comfortable with and respect each other. I joined in more of a technical leadership role, though, so I can totally get that someone who has to also deal with receiving mentorship could feel a bit overwhelmed and lost.
The work-life balance thing I find very puzzling. Many people (especially in the bay area) have gotten 1-2 hours per day of commute time back from utter waste (though I guess you folks at Google have the buses). Sure, things get blurred when you work at a desk in your bedroom, or at your kitchen table. But this is something that you as a manager need to be on top of by setting an example for the team. Keep reasonable hours, and disconnect outside those hours. Don't hold your team members to deadlines that require them to work excessive hours. When you sign off at 5 or 6pm with your "gotta go, chat tomorrow", make it clear that you expect the rest of the team to sign off pretty soon as well.
Having said that, I do know people in my org that work too much. But they're the kind of people who weren't great at balance back when we were in offices, either.
You can only blame yourself for that. When I'm done working for the day, I log out, lock my screen and walk out of the room. And if the time to go happens in the middle of a chat, then so be it. My boss can tell me he's gotta go, and I can tell him I've gotta go, and that's exactly what we do. There is no blurring of work and life because I don't blur them.
1. All you need to do a remote whiteboard is a microphone and a mouse. This is a great opportunity to create new softwares that actually help collaboration and improve the design process rather than being stuck forever with a pen and a paper.
2. What you call "personal relationship" is, at the end of the day, employee relationship and politic to be promoted. You are in a long term position of power on your employee, which allows you to impose your point of view. Stop pretending to be benevolent. Most new hires do what you tell them to do, it doesn't change with work from home.
3. I think that's just because you are not a good manager (sorry), or your own managers are bad. If you actually cared, you would respect people time and have clear rules that show it. You can send a "have a good afternoon" at 6PM, no one would find that awkward
Then, they’re forced to write their designs down, people read them, and there is a larger meeting to discuss (which usually is only needed for big course corrections).
1. This is your strongest point. I've missed the whiteboard a bit. But you just need to find other ways to sketch out your ideas. Even a google doc, which is pretty primitive as these kinds of things go, it pretty easy to use instead.
2. Personal relationships require investment and deliberate choice. Schedule some open mic time. Keep a zoom room open where teammates can interact but with the expectation that they needn't be 100% engaged. This is a substitute for talking over the cube walls or the random break room interactions. Also spend time in non-work conversations via slack or talk a bit about non-work stuff before or after normal meetings. You'd do this in the office as you walked to or from a meeting room. It isn't as easy to just accidentally build these social relationships. Working remote you need to build the habits that support them.
3. Keep your work space and your personal space separate. Set some time boundaries. Encourage your team to put a cap on their daily work. Remind them. You have to learn set and stick to healthy boundaries. Too much time on the job leads to productivity drop in the long run. Keep your team productive and happy by helping them be aware of the issue. As a manager, watch out for perverse incentives driving overwork.
There are zillion little moments of ad hoc communication that happen face to face. Now that their absence has helped you discover that they are valuable, ask yourself when they occurred and how they worked to your advantage. Once you have some idea what you're missing, then you can start to engineer a replacement. As a leader, it's important that you model these behaviors for your team.
I was kind of hoping the remote work experience would help folks make that sort of inside baseball less important. There are real equity concerns to consider, but practically speaking, you end up with narrower and less open decision-making processes in general.
It's definitely a complicated subject, but maybe some folks are partly missing some privilege that they need to learn to let go.
There are always things cannot be easily rationalized via formal processes.
The info density difference also seem to be compensated by everyone being more open and comfortable (not packed in noisy office for the day)
There's definitely less random chats, it's more formal and less intense, but also broader and the hurdle is lower.
I think for companies above some size it's not better or worse, just different.
Why should my requests get better prioritization just because I happen to work on the same floor as a person in a key position?
The comment you're responding to sounds like a team resenting the inability to have the (bad) habit of only talking to people in physical proximity.
When we were in the office it was rare to speak with anyone who wasn't on your floor, whereas now it's no harder to work with someone in Stockholm or Berlin than it is in London.
Doing Zoom calls before was always a massive pain as we have an open office (like almost everyone nowadays) and there weren't enough private spaces.
To the executives and bean counters, yes, it obviously is. But from the overall perspective of society and mental health, hell no, it is absolutely horrifying to put people through that.
That’s a heck of a sales pitch for Jamboard.
What's stopping someone from just... grabbing a whiteboard? They ain't expensive. Yeah, maybe not everyone can write to it, but everyone should be able to read from it. Designate someone as the writer and you're good to go.
> There's nothing like "gotta go, chat tomorrow" stuff.
What about "Sorry, just broke for $MEAL, let's put it on the calendar for tomorrow"?
managing a small product engineering team. I have to say WFH has a considerable impact on productivity. Coding is actually fine, but the problems are:
1. Designing over VC is very difficult, especially for something entirely new. 3~4 people working on a single whiteboard is far more efficient.
2. Personal relationships are difficult to grow, especially for newbies. Usually those things got grown via coffee chats, launch meets, ad-hoc talks, but those are all gone. You know, a lot of cases, whether you know someone in the other team matters a lot. I don't have a word to describe it precisely, maybe "lower team coherency".
3. Really bad work-life balance in general. When busy and everyone's WFH, boundary between work and life really got blurred. There's nothing like "gotta go, chat tomorrow" stuff.
Those are things may not be easily tracked from data, but really harmful in the long run. I cannot imagine how to manage effectively after another year of WFH.