Re:Google is accelerating reopening of offices and putting l...
by kelnos on Thursday April 01, 2021 @04:30AM
(#26657953)
I've found that 3-4 people doing the initial design for something is usually too many. One person on their own or two people so they can bounce ideas off each other seems to be ideal. After the first rough sketch of the design is ready (it shouldn't have too many details), it should be presented to a larger audience so they can take feedback and course-correct if needed.
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.
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.