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Well, thanks a lot for coming! My name is Dave Copeland, or Dave Tron 5000 on Twitter.
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I'm going to talk about how to be an effective remote developer. I hope so! I spent the last four and a half years as a remote developer.
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I was one of the first engineers at Stitch Fix, a personal styling service for men's and women's clothes. When I started, we were a very small, scrappy startup, and I was just writing code as one does in that situation.
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However, due to the way we work at Stitch Fix, my role has changed over time. I was a tech lead of a small team and now I am a manager of several different teams.
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I've worked with a lot of different people, not just developers. Certainly, I work with many developers, but I also collaborate with the business people who run Stitch Fix and the vendors that we rely on, all of whom have been remote.
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This remote working situation is typical at Stitch Fix. We now have over 70 engineers, and most of the engineering work is done remotely.
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Over half of the engineers do not live in the Bay Area. Although we're headquartered in San Francisco, most engineers don't live there.
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Those who do live in the Bay Area certainly come to the office, but they don't necessarily come in every day—there's a lot of remote work happening.
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So, what does it mean to work remotely? When I was thinking about this, it occurred to me that people work remotely a lot more than you might think. If you think about what that means...
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You do not often interact face-to-face with the people you work with. It’s not a great sentence, but I think it gets the point across.
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You go somewhere and do work; maybe that's a coffee shop, maybe that's your basement, and you work with people, but those people often aren't there.
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That's the situation I mean by remote. If you think about it like that, you'll realize there's a lot of remote work happening in the world—not just with developers. We also have the 'lone wolf' remote experience.
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This is the hard mode of remote work when you are by yourself, and everyone else you work with is at another office. However, we have 'easy mode,' where everyone is distributed and there is no office.
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You could go to an office every day, have a commute, and sit at a desk, but if the people you work with aren't in that office, you are still a remote developer.
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So, what does 'effective' mean? Obviously, producing some value is important—your company is paying you to do things, and you need to do them.
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However, you also want to work on something valuable. You want to ensure that you’re focused on the right things—the things that are useful to others.
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You also want to have some level of agency; you don’t want your job to just be closing JIRA tickets all the time. You want a broader effect on the team, the people you work with, and the company.
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You want your experience to be rewarding. No one wants their job to feel meaningless, and to the extent that having a job is a necessity, you want it to be as rewarding as possible.
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Now, I don't want to imply that you get these things for free just because you go to an office.
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However, you do get some of these things automatically by being in the same physical space as your coworkers. The implicit level of effectiveness you can gain from being around others increases your ability to achieve these goals.
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As a remote worker, you will have to work a little harder and be more intentional in your behavior to ensure that these things happen.
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There's not a week that goes by that I don't think about my remote experience or the experiences of my colleagues, and it does require constant upkeep.
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It is not what I would call easy; it’s not impossible, but it is part of my job to focus on making our remote experience good.
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Who here works remotely most of the time?
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It's totally worth it because you gain a level of freedom and flexibility that you do not get by having to go into an office.
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I don’t have to commute anywhere at all. I can make lunch in my kitchen, which is stocked with my preferred snacks instead of everyone else’s.
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I can work outside if the weather’s nice; I don’t have to use a public bathroom.
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The best part about working remotely is that I don’t have to live in San Francisco.
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My favorite thing is not living there. No offense to San Francisco, but I don’t want to live there.
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The company benefits too. Stitch Fix is glad that I can make lunch at home, but they gain access to a wider pool of talent.
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If Stitch Fix had decided that every engineer had to come into an office in San Francisco, it would have taken us much longer to build the team we have.
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That would have made it harder to build the type of team we currently have, and it would have led to a significant impact on the company’s growth.
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Because we committed early on to making remote work, we’ve been able to find talented individuals from all over the place.
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There are exceptional developers who don’t live in San Francisco, and we have many of them on our team.
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I want to emphasize that this talk isn’t technical; I won’t talk about Slack or anything like that.
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You need to invest energy in building and maintaining trust with people you don’t know and with those that you do.
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This constant effort forms the backbone of our success in remote working.
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I want to share four mindsets that guide behaviors driving trust among team members. These are: communicate frequently and clearly, be responsive but set boundaries, assume good intentions, and help others to help you.
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The first mindset is that you have the power to create a good remote experience.
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However, we must briefly chat about technology. The biggest issue with being remote is that you’re not physically present.
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You can't go to someone’s desk to talk; you must rely on technology to communicate.
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So, you’ll need a chat system that everyone can use and check regularly. This is critical for effective communication, and it should be something non-developers can easily access.
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You also need a video conferencing system that accommodates multiple participants. Tools must be user-friendly and include calendar invites.
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A decent microphone is also essential. The experience people have of you is mainly through video conferencing.
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You can’t control the crappy internet or awful software involved, but you can control your microphone input.
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Your laptop mic is often inadequate. Apple earbuds are fine and like I mentioned, it’s about finding something that works.
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Now, let's return to the harder part of building and maintaining trust. I want to talk about behaviors tied to various tasks we do as developers: coding, communicating asynchronously, engaging in synchronous discussions, and socializing.
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When it comes to coding, remember that that’s what you were hired to do. Your outputs matter—they are your work product.
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Think about what it’s like to walk into a room full of developers. They’ll be typing on keyboards, and the visual aspect creates an impression of productivity.
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When you’re remote, there’s no visual indicator that you’re working. Trust needs to be built by showing that you produce results.
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One approach is to break larger projects into smaller, manageable tasks. Find ways to deliver parts of your work quickly.
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A small change is easy to understand and can generate quick feedback. This not only builds trust but also demonstrates your ongoing productivity.
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You also want to think about how to communicate effectively about these changes. It’s essential that others understand what you’ve done.
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When submitting changes, whether via pull requests to GitHub or another method, ensure you explain your work clearly.
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Every time I document a change, I aim to structure it to provide clear insights into the problem I’m solving and my solution.
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This way, even if it is the only chance for others to review my work, they will have the context they need.
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Additionally, learning to screencast can be invaluable. In the early days at Stitch Fix, I didn’t have an easy way to share my work.
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I would run applications on my laptop and screencast while explaining what I was doing. This method allowed me to communicate effectively without relying solely on written communication.
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Learning to create effective diagrams can also improve communication. Both tools enhance your ability to convey information quickly and clearly.
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Regarding responsiveness, setting boundaries is crucial. Start with setting your working hours, especially when working across time zones.
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I include my time zone in my email signature, and I make my working hours clear in my calendar.
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If someone schedules a meeting outside my working hours, I kindly let them know, as a way of setting boundaries without being rude.
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When seeking feedback, be responsive. It shows you’re engaged and helps retain the context behind feedback.
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It’s important not to develop a workflow that isolates you from communication.
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When working, keep an eye on communication channels, as being unresponsive can alienate colleagues and limit your effectiveness.
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Establishing trust takes time. Early in a remote setup, being responsive is crucial because it helps build rapport with your colleagues.
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You should assume good intentions, especially regarding code reviews. These can be tough to accept, but it’s vital to approach feedback positively.
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Remember, peer reviewers' comments are meant to improve the project overall, not to criticize you personally.
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If a communication isn’t yielding a productive outcome, consider switching mediums, such as jumping to video.
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Being specific when asking for feedback enhances the process; when you clearly articulate what you need, people can engage more effectively.
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The same principles apply to asynchronous communication. Try to provide more context in your emails, sharing documents, or through texts.
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Context is essential to convey messaging clearly, far more than in conversation.
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Being a strong writer will serve you well both professionally and personally.
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Take time to revise your messages, ensuring clarity and correct phrasing. Typography also matters; use paragraphs, headers, and bullet points.
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Furthermore, diagrams can significantly aid communication, especially for complex topics.
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Finally, in many instances, being responsive connects you to your coworkers and elevates team dynamics.
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Affirming feedback is equally important. Praise should also be specific and detailed.
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Such reinforcement fosters a collaborative culture and supports trust.
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Assuming good intentions means everyone in your team can thrive together, despite different communication styles.
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Regardless of how frustrating it can be, try to remain open-minded and give people the benefit of the doubt.
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Help others to help you. Determine what feedback you want. This invites input into the work you do and strengthens relationships.
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In async communication, provide clear questions or prompts to guide those interactions and yield better feedback.
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Synchronous communication can be challenging. Sometimes it's easier to speak face-to-face rather than through screens.
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To improve engagement in those situations, you need to be prepared with your contributions. Knowing your subject matter builds confidence.
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When discussions happen, be sure to use nouns instead of pronouns. This minimizes confusion and improves understanding.
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Pause frequently and ask the group for clarity. Engaging others in discussion yields fodder for more in-depth conversations.
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It’s essential to resist multitasking during video calls. Such distractions lead to lost context and disengagement.
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If interruptions occur, be transparent about needing clarity in discussions and invite pauses for questions.
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Lead by example; watch for others who may be less willing to engage in conversations. Point them out for their insights.
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Self-awareness is crucial in these interactions—always seek feedback to adjust and improve your contributions.
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Empathy should also be part of the equation—recognize the struggles of others and support them.
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Conveying the frustrations of technology during discussions can create a bond, as you all face similar obstacles.
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When dealing with audio/visual issues during meetings, take on the role of facilitator and guide others.
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If possible, find an ally within the organization to monitor back-channel communications and address issues without interrupting the flow.
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Let's talk about socializing. In an office, people learn things about you through typical day-to-day interactions.
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For remote workers, those interactions don’t happen naturally; you're going to need to make an effort.
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Engage in small talk—weather is a safe topic to start with and can help bridge personal connections.
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Consider scheduling informal one-on-ones with colleagues to build camaraderie, even without work agendas.
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Socializing can also be challenging when you travel for work; be clear about the travel expectations upfront.
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Express your concerns regarding travel in advance, as it may not be apparent to your employer.
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However, if possible, prioritize in-person meetups to strengthen relationships, as these experiences replenish trust.
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People can want to engage during in-person interactions; let them know you're open to sharing!
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Don’t shy away from being genuinely open, but also recognize that you can protect your boundaries.
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Travel is just one example; you can suggest a meeting to have coffee if you find coworkers nearby.
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Be creative in your efforts to build relationships.
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Ultimately, take initiative in proposing social events or opportunities to meet in person.
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All these little moments build trust, and when trust is established, you'll be more effective at your job.
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The focus should be on frequent communication, responsiveness with clear boundaries, assuming good intentions, and helping others help you.
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I invite you to connect with our company and to share experiences about remote work.
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We can offer more insights into how we foster a successful remote work culture.
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Thank you for your attention!
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Let's take a moment for questions.
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When there's social events and business talk happening together, that could be challenging.
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It can be difficult to get to know your company's culture from afar, but asking direct questions can be helpful.
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Establishing a good visitation frequency can vary; I started doing every two months.
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Currently, the team meets every three months, and this seems to work well.
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Thanks a lot, everybody!
