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Hello, my name is Allison McMillan, and I am super excited to be here in Australia talking about working remotely. This is my first time in Australia, and so far, it's been amazing! We have introduced our son to the beach, the pool, and warm weather, and it has been really great.
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I work at General Assembly with Kevin Hopkins, who is one of our engineering managers that also works remotely. Unfortunately, Kevin could not make it to Australia, but we collaborated on this talk together. At General Assembly, a portion of our team works at our headquarters in New York City, while another portion works remotely from all over the world. Kevin and I have both been working remotely for several years in a variety of different situations and companies.
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Remote work is becoming a more regular option for a variety of people. In a McLeay Research study, 55% of respondents reported being more productive when working from home, and a staggering 80% said that they would remain with an employer longer if their employer allowed remote work or telecommuting options. This statistic is even larger in U.S.-based studies. A U.S. study from Global Workplace Analytics found that regular telecommuting grew by almost 80% between 2005 and 2012.
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A Melbourne University study found that people who worked from home started their workday earlier, worked up to three hours longer (often instead of commuting), were more productive, felt more energized, and experienced less stress and fewer distractions. Just to give you a bit of background on us: Kevin has worked both onsite and remotely as a developer and manager. Before becoming a developer, I worked in an office managing a partially remote team, and since then, I have worked only remotely as a newer developer.
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Given our experiences, we thought it was essential to discuss working remotely not just from a tools perspective, but to delve deeper. Kevin and I examined various situations that we experience regularly with our team and grouped these situations into three main buckets: communication, productivity, and culture. Today, we will explore different scenarios related to each of these three areas and examine them through three different perspectives: what it’s like to be a remote manager, what it’s like to be a newer remote developer, and how to help your company understand what remote work means for developers at all levels.
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This also means that there is a lot that I'm not going to cover. I won't discuss how to get started working remotely as an individual or as a company, nor how to be successful at remote work as an individual. We also won’t focus too much on the everyday tools that distributed teams use, but feel free to find me throughout the conference or tweet at Kevin or myself if you want to talk about those things.
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Bucket one is communication. Some challenges we have encountered with our teams include that meetings can be quite tough because remote workers often struggle to hear what is going on. I enjoy having meetings without needing to find physical meeting space, but at times I feel left out because I don't overhear conversations in the office. Additionally, we can struggle to hear our remote teammates during all-hands or product-wide meetings.
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What can you do as a newer developer? First, you should be familiar with various tools that help us communicate. Most teams use platforms like Hangouts, Skype, Screen Hero, and Slack, so you need to know how to leverage each of these effectively. Always be asking questions to ensure you understand everything clearly. It’s essential to push yourself to do this, especially as a remote newcomer.
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Communicating can feel more challenging as a remote new developer because you probably have more questions, may worry you’re bothering people, and might be afraid of not knowing something and facing negative consequences. Additionally, it can be tough to see what others are working on when you’re remote, as there’s no easy way to just slide your desk chair over and ask for help. One strategy that I personally adopted when I started out was to set a goal of asking a hundred questions every week; this turned asking questions into a positive achievement instead of a daunting task.
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Get to know your teammates and don’t hesitate to rely on them for help, as building strong team bonds can help everyone feel more successful. As a manager, set clear expectations for team communications. Clarifying whether the expectations are asynchronous, synchronous, or somewhere in between is key for effective communication. Furthermore, fostering relationships with your team members is essential for the sharing of information and feedback.
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One-on-ones will be the primary way to connect with your teams. Developers need to structure their one-on-ones around vital topics and create an environment that encourages openness, honesty, and transparency. These meetings are excellent opportunities to pick up on red flags and identify trends or patterns within the team, such as feelings of isolation.
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It’s crucial to never cancel one-on-ones unless absolutely necessary. You need to ensure that you’re checking in regularly with your team. The remote work environment can exacerbate many situations, making simple tasks increasingly challenging. Because there is no office chatter or casual interactions, you must proactively seek out information. As a manager, keep your ear to the ground; actively seek out the essential information you need to foster team cohesion.
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Getting buy-in for remote work from the rest of your company can also be a challenge. Meetings that need to be synchronous, such as stand-ups or retrospectives, should ensure that everyone is at their computers during the discussions to help make the experience feel more engaging. Make sure you set up a conducive environment with the appropriate tools and equipment for every meeting.
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When celebrating team successes—such as product launches or achievements—include your remote teammates as well by setting up video feeds or bringing them in to celebrate together. Consider offering reimbursement for lunch if your company provides it for on-site employees to ensure your remote team can enjoy these perks too.
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Now, let’s summarize the key points we’ve discussed so far in the communication bucket.
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Moving on to the second bucket: productivity. Situations related to productivity may include wanting to ask for help but not wanting to interrupt someone focused on their work. Busy teammates can cause you to feel blocked, and a desire for flexibility in working from home or in the office can lead to challenges.
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As a newer developer, don’t be hesitant to ask for help, even if you’re afraid. Not reaching out keeps you from growing and can lead to isolating yourself from the team. Being proactive and communicative is essential for your success in a remote environment.
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Time box your communication. This means setting expectations for how long you will wait for responses and when to follow up. Be mindful of not spending too much time on tasks without reaching out for guidance early on. Consider documenting how long you spend on tasks and communicating this with your team.
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Time zones can also be a challenge. Ensure that you overlap significantly with senior developers to facilitate support and collaboration. Also, if you are the first remote employee in a company, it’s crucial to have a solid structure in place for eventual future remote workers.
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As a manager, it’s essential to promote healthy communication practices and lead by example. Healthy team habits need to be established, but avoid micromanaging your team as this can decrease both autonomy and productivity.
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Provide avenues for discussion on work-related topics, personal chats, and medium for official updates. Create a central chat channel for your team to share updates, ideas, and discussions without overpowering individual focus times. Also, be open to understanding how remote working affects the entire company.
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The last bucket I want to cover is culture. Some situations that arise in terms of culture include feeling connected to your team regularly. Getting to know team members from diverse backgrounds can help build a well-rounded perspective at work.
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Not having a commute enhances attitudes at the beginning and end of the workday. It’s important for teams to respect each other's time off, which can greatly contribute to positive team culture. Encourage regular pairing sessions to allow for knowledge sharing, address questions, and strengthen relationships between team members.
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Recognize that you will have varying degrees of productivity while working remotely. Allow yourself grace on less productive days, as they are natural and occur in any work environment. Remember, as a newer developer, you have unique insights and skills to offer your team.
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As a manager, introduce newcomers to other team members actively, promoting connection and interaction. Establishing a welcome package for remote employees can create comfort and provide a sense of belonging and acceptance in the team.
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Foster team dynamics to enhance communication and empathy, and create opportunities for team members to learn from one another's experiences. To help your company understand remote work better, engage in discussions and presentations that highlight the benefits and realities of remote work.
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While remote work is fantastic for many, it is important to remember that it is not suitable for everyone, particularly for newer developers. Be aware of the risks of isolation and struggling to ask questions. Absolute clarity is needed on what remote work entails and who it fits best. Companies might fear hiring less experienced developers, but with sensible structures in place, junior developers can succeed remotely just as well as their senior counterparts.
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If you're interested in exploring remote work possibilities on your team or want to discuss anything else from this presentation, I encourage you to reach out. Thank you, and feel free to find me at this conference or on social media to continue the conversation.
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I will be posting these slides online later today, including additional resources. Thank you.
