Working with distributed teams
Larry Kunz
October 29, 2014 #writersua #techcomm
or How I learned to stop worryingand love WebEx
Oct 29, 2014@larry_kunz
What we’ll cover today• The workplace of yesterday
vs. the workplace of today• What’s a manager
(or anyone) to do?• Corporate culture
Oct 29, 2014@larry_kunz
The workplace of yesterday
Gathering around the water cooler
Image: Really, really bad clip art
Oct 29, 2014@larry_kunz
…and today
Gathering around the water cooler
Gathering around the WebEx… …maybe at 6:00 am
Image: ivci.com
Oct 29, 2014@larry_kunz
So what’s a manager to do?
• Make plenty of opportunities for the team to meet in real time (at least weekly)
• Have everyone contribute• Ensure easy access to
software builds• Create a team directory
Oct 29, 2014@larry_kunz
The workplace of yesterday
Communication channels are obvious and well understood
Oct 29, 2014@larry_kunz
…and today
Communication channels are obvious and well understood
Team members prefer different stylesNo common understanding of tools and expectations
Oct 29, 2014@larry_kunz
So what’s a manager to do?
• Don’t assume that everyone communicates in the same way
• Explicitly set up communication channels
• Reinforce messages• Monitor to make sure everyone is
taking part• One size doesn’t fit all…
…do what’s right for your team
Oct 29, 2014@larry_kunz
The workplace of yesterday
Everyone (or nearly) everyone shares a common background:
Cultural moresWork experiencesGoals and expectations
Oct 29, 2014@larry_kunz
…and today
Everyone (or nearly) everyone shares a common background
Heterogeneous CulturesSkill setsExpectations
Oct 29, 2014@larry_kunz
So what’s a manager to do?
• Respect differences in style• Understand cultural differences• Ensure that everyone has
a chance to be heard
Oct 29, 2014@larry_kunz
The workplace of yesterday
Everyone works for The Company®
Image: Apple “1984” commercial
Oct 29, 2014@larry_kunz
…and today
Everyone works for The Company
The team is likely to includeFull-time employeesPart-time employeesIndependent contractorsEmployees of one or more contract
agencies
Oct 29, 2014@larry_kunz
So what’s a manager to do?
• Don’t expect the same things from everybody
• Provide an easy repository for policies, style guides, etc.
Oct 29, 2014@larry_kunz
The workplace of yesterday
There are lots of “old hands” Mentoring is natural and common
Oct 29, 2014@larry_kunz
…and today
There are lots of “old hands” Mentoring is natural and common
Institutional memory is hard to come byMentoring is harder when the team is geographically dispersed
Oct 29, 2014@larry_kunz
So what’s a manager to do?
• Encourage mentoring when specific needs arise
• Make mentoring short-term and focused
• Make expectations clear to all (mentors and protégés)
Oct 29, 2014@larry_kunz
Case studyThe corporate culture at AutomatticFrom Scott Berkun’s The Year without Pants:
• There was a corporate office; hardly anyone ever went there• Little use of email; strong reliance on discussion lists• Great value placed on peers helping each other• Scott’s team met 3 or 4 times a year for
a few days of intensive work (and fun)• Corporate culture:
– We all work hard. – We’ve all got each other’s back.– If you're good with that, come join me. – If you’re not, don't.
http://scottberkun.com/yearwithoutpants/
Oct 29, 2014@larry_kunz
Case studyThe corporate culture at Automattic
• Scott insists that you can establish a corporate culture if you really want
• Whether people work remotely or not, is immaterial
Scott’s tweets:When the boss reads and writes carefully, everyone else follows. When they read and write thoughtlessly, everyone follows.
Culture is grown, not built. Leader has to defend cultural values in their behavior, & hire people who match them. That's it.
Oct 29, 2014@larry_kunz
Corporate culture• Provides a framework for– Employee interaction– Collaboration– Connecting with clients, customers
• Is not outmoded• Just might be more vital than ever
Oct 29, 2014@larry_kunz
Your Turn
Oct 29, 2014@larry_kunz
Stay in Touch!
Larry KunzTwitter: @larry_kunz
larrykunz.wordpress.com
