CHAPTER 7
Commit and Lead, Trust and Succeed

As stated elsewhere in this book, successful remote working results from a finely tuned, consciously chosen combination of skill set, mind set, and tool set. But note that what remote teams need most from their managers concerns mind set. For a remote team to succeed, its manager must both believe that remote teams can succeed and trust that each member will come through as expected. (Again, “remote team” refers to a team with even just one remote worker. This is because the most effective remote teams function as though all its members were remote—even if only one member works off-site.)

For anyone reading this who hasn’t fully embraced either that belief or that trust, then know two things: you’re in good company; and many, many teams and organizations, whose achievements you’d be proud to match, can wholeheartedly attest that remote teams can be eminently successful. Indeed, such speaks to the entire purpose of this book: to convey the full landscape of the virtual working world—including the various concerns and pitfalls one might encounter—and to provide the map for getting you where you want to go, with solutions for whatever obstacles you find along the way. In the end, it’s really up to you. Trust that it’s possible by making it possible.

So how can we do that? With fresh perspective, mutual agreement, and creative implementation of technology and tools.

THE BELIEF ANGLE

For example, consider a primary concern: the question of how remote workers could be as productive and reliable as those operating on-site. (Set aside for the moment the concern about distraction or laziness; we’ll come to that soon enough. This is just about sheer capacity for productivity.) To do that, let’s look at some of the ways working on-site facilitates productivity and reliability—and then consider how such might be replicated online.

When you think about it, that on-site benefit really comes down to just a few points. One, access to coworkers facilitates efficiency in both individual tasks and in the collaboration required for group objectives. Two, proximity within a worksite facilitates quick and easy sharing of vital information. And three, the visibility of working together in the same location cultivates a sense of personal accountability: namely, seeing others follow through on their commitment to the shared mission encourages everyone else to demonstrate their dedication in turn.

These vital benefits can all be effectively replicated online. One, questions can still be asked, via phone or the typed word; files can still be shared. When you add to the mix workers’ individual commitment to being accessible during all work hours, physical distance is no longer a factor. Two, online meetings can be as effective as in-person ones—in some cases more so, depending on the size of the group and the task at hand, be that updating and reporting or planning and brainstorming. All that’s called for is implementing the necessary technology—in conjunction with establishing protocols around communication and documentation. As for the accountability angle, the solution is to find different ways of conveying that team-friendly “I’m working” message. Some of that gets established in the back-and-forth communication of a productive day’s work. The remainder comes from a team agreeing to demonstrate their commitment by making their work visible to others. (We’ll revisit this when we discuss the trust angle.) It’s all very doable, and it can be done well. As coach and entrepreneur AgileBill Krebs notes: we just need to “take the time to learn new ways of working. It’s only strange until we get used to it.”3

I believe teams can work together online as effectively as they do in person. My interviews with remote team members and leaders have elucidated the many ways motivated virtual teams are mastering this ever-improving means of working. Of course, different approaches work for different setups and situations. The common denominator for everyone, though, is ensuring that it’s easy to communicate with each other—as easy as leaning over to talk to the person at the next desk. This calls for high-quality internet and equipment. The simple fact is: the easier it is for teams to connect, the more they will do it.

THE BELIEF SOLUTION: Ensure They Have the Tools They Need

Step one is ensuring that workers have the tools they need to fulfill their obligations. But note that views differ concerning exactly what a company should provide and what workers should cover themselves. For example, many fully distributed teams supply employees with just software and apps; they expect employees to supply their own equipment. Other companies might also contribute computers, headsets, smartphones, and the like. The point isn’t to say all employers should provide the tools discussed here; it’s to say: all partially distributed employers should maintain high-quality technology and tools on-site—and would be wise to ensure that all remote team members have comparable equipment and software, regardless of exactly who purchases what.

The Basic Tech Tool Set

“Bandwidth is like oxygen. It should always be in plentiful supply. It is one of the critical pillars for remote working.”

—MAARTEN KOOPMANS, owner, physicist, team lead, and software developer, Vrijhed.net4

In many companies, the tools employed are limited to what the IT department has approved. If you’re suspiciously eyeing that old spider phone on your conference room table, you’re right to do so. Technology has come a long way in just the last decade.

To work well together online, everyone needs: an effective computer, fast internet, a headset, a webcam, and a reliable video conferencing tool. To follow, let’s expand on a few points.

INVEST IN GREAT INTERNET AND ACCESSORIES. This one is pretty straightforward. If our connection is unstable, or we’re using low-quality equipment, communicating with colleagues becomes frustrating and annoying. We want crystal clear, high-bandwidth communication on our remote teams. In order to have that, we need great internet, and high-quality accessory tools.

MINIMIZE BACKGROUND NOISE. Even if we have a fast internet connection, background noise can distract everyone in the call. And as much as you don’t want to hear a rowdy crowd at a remote worker’s local café, note that the background chatter of an open office space is equally detracting. So make sure on-site employees have access to quiet spaces, both for individual calls and for larger video meetings.

EMBRACE VIDEO—AND DO IT RIGHT. Because non-verbal communication is a big part of our interactions, it’s important to turn on the webcams. According to a 2017 global Polycom Inc. survey, 92 percent of 24,000-plus respondents believe that video collaboration technology helps improve relationships and fosters better teamwork.5 Simply put, using video improves our communication, our productivity, and our team building—exponentially.

When you use video, there’s a positive feedback cycle where you’re more engaged because you’re seeing my facial gestures, my movement, my energy, my passion. I’m communicating with you as you were designed to be communicated with.

—NICK TIMMONS, director of sales, Personify Inc.6

Those who have reservations about video probably haven’t used it extensively enough. Because the fact of the matter is that once you’ve used it it’s hard to go back. And yes, it takes some preparation. But it takes preparation to dress up and come to the office too. People like to hide. We’re lazy and we like to hide behind slides or audio. But if we give in to that laziness in refusing video, we risk damaging long-term effectiveness and connectedness.

—SUMANT KOWSHIK, VP product, Personify Inc.7

One caveat is that to utilize video well we have to pay attention to the details of lighting and background. It’s all too easy in video calls to be backlit, or to have our faces in the shadows—and science has shown that when video lighting is poor, the conversation is less engaging. Citing The Journal of Neuroscience, the Zoom blog states: “In video conferencing, you are appearing in front of a camera, just like being on film. Before anything else you do, the lighting in your scenery has already chosen how your meeting will perform.” 8 In brief: the more we can see each other, the better.

Another concern is background. If your background is messy, or busy with people walking back and forth, it can be a distraction. Chapter 3 notes the importance of remote workers having a professional setup for video. We need to do the same in the workplace as well.

THERE ARE a few last points to consider. We need to ensure employees are trained in how to use these tools effectively, and that they take the time to get savvy with them. Software changes the way we work; we need time to play with it to learn its ins and outs. Systems engineer Phil Montero calls this “sandbox time,” and recommends the play be on non-work-related tasks. NASA’s Ricky Guest concurs: “We are constantly looking at new ways of helping our teams communicate remotely. But when we find something, we don’t just give them software or hardware and say, ‘Go do your thing.’ We help support and integrate these things into their everyday working life.”9 Jackson River CEO Alice Hendricks adds: “It’s important to keep an eye on more than the methods or tools of communication. You need to actively steward the tempo, cadence, and quality of that communication” as well.10

Also, keep in mind that there is rarely one tool that will supply all your team’s needs. Most teams use a handful of tools, especially as they grow and change. Plus, new tools are being developed all the time. It’s in our best interest to keep on top of what will best help us achieve our objectives.

We don’t stick to just one technology. We’re always on the lookout for the latest and the newest to see how it suits our teams.

—RICKY GUEST, senior audio/video specialist, Solar System Exploration Research Virtual Institute (NASA)11

Don’t wait for the technology. Start today and experiment. Grow the tools into the team.

—LUCIUS BOBIKIEWICZ, trainer for distributed Agile teams, SpreadScrum.com12

A final point concerns tech support. As CEO Ryan Baker notes: “Being your own tech support is a pain in the proverbial. . . . [So] we’ve made good relationships with the ‘dial a tech’ services in our areas.”13

We’ll discuss various technology options in the next chapter.

THE TRUST ANGLE

Next, regarding the concern about trusting remote employees to fulfill their obligations: various methods of monitoring software have been developed to help ease employers’ fears of workers slacking on the job. But as mentioned in the “Some Thoughts on Monitoring Software” sidebar in chapter 2, the general consensus is that such practices do much more harm than good. What’s needed instead is a change in mind set from time-based working to results-based working. As previously noted, results-oriented working calls for evaluating output rather than hours.

Part of that amended mind set involves adding the remote worker’s motivation to the equation. If someone really wants the option to work from home a few days a week, one of the most common reasons people seek job flexibility, then it behooves that person to make the experience as seamless as possible for fellow coworkers—especially so the opportunity isn’t revoked.

The good news is that employers don’t need to offer sheer faith that remote workers will come through with what they commit to. You can allow them to earn your trust by demonstrating their reliability. This is where the results-oriented philosophy comes into play. As systems engineer Phil Montero puts it: “We build trust by having clear objectives, accountability, and deliverables.”14

THE TRUST SOLUTION: Let Them Demonstrate Reliability

It just so happens that the practice of “working out loud” can double as a trusting agent as well. Working out loud is the act of making your work observable to others so as to keep remote team members apprised of each other’s progress. To repeat a quote from chapter 4:

I could be working hard all day—but you won’t know that unless I share it with you. But if my document is posted to an online space and you’re seeing the updates, and you’re seeing things get accomplished on a shared to-do list, then there’s no question that I’m working, or what I’m working on.

—PHIL MONTERO, systems engineer, The Garam Group LLC15

On remote teams there are many different ways to work out loud, including practices such as email updates and daily stand-ups, and using tools such as intranets and online apps. Some workers keep their instant messaging status updated so their colleagues always know what they’re working on. Many teams record their meetings for team members who couldn’t attend. Whatever the method, the idea of working out loud is to replicate online the benefit of on-site proximity.

Everyone on our team is very good about checking in and checking out using our group instant message system. You’ll see messages throughout the day: “I’ll be out for three hours.” “I’ve got to take the car for maintenance.” “I’ll be back on tonight to make up the time.” And nobody worries about checking it because we can see what’s happening.

On our Agile team, we make commitments on a daily basis. We decide the work for the week and individual team members commit to tasks to complete that work. We meet during our daily stand-ups and update each other on how we’re doing and if we need any help. It’s about making small trust deposits to the rest of the team.

—MARK KILBY, Agile coach, Sonatype16

Peter Hilton is a consultant at Signavio, a vendor of business process management software. At Signavio they work out loud using a communal task board (Jira), team-collaboration software (Confluence), and Slack. Peter considers working out loud so effective he finds no need for regularly scheduled status meetings with his clients. If clients ever want to know what’s happening on a particular task, they simply log in to Jira to find out. That way they reserve their meeting time for more important concerns.

And Luis Suarez, a digital transformation and data analytics adviser, works out loud using social networks. He recommends:

Stop using email. Instead, use social networks to work out loud and be more transparent to your colleagues. We need to adopt the mentality of “the more I share, the more powerful I become.” The interesting thing about working out loud through social networks is that you become more open, more transparent, and you give people more opportunities to trust you. Working out loud isn’t just for the sake of being social; it’s being social for the sake of getting the job done. When we become more transparent about what we do at work, we reduce the chance of friction. Leaders need to understand that social networks are not just another broadcast communication channel. They are a conversation. And conversation is a two-way street. Always! No excuses. That’s why it’s called conversation.17

We’ll say more about different ways of working out loud in both the Bonding section of chapter 8 and “Technology & Tools” in the RESOURCES section.

Remote Reminders

  • For a remote team to succeed, its manager must both believe that remote teams can succeed and trust that each member will come through as expected.
  • Make communicating easy. The easier it is for teams to connect, the more they will do it.
  • Ensure everyone has high-quality internet, equipment, and training. Everyone should be savvy with the designated tools.
  • Embrace video to facilitate high-bandwidth communication—and use it effectively. Minimize background noise and distracting visuals; maximize good lighting.
  • Make sure you have backup tools should the first fail.
  • Continuously try new things. Experiment with new processes and tools to see what might suit you.
  • Give remote workers the opportunity to earn your trust by demonstrating their reliability.
  • In return, do the same for them: work out loud; make your work observable to others.

NOTES

  1. 1   Luis Suarez, “Engaging Remotely with Social Networks,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 19 January 2015, https://www.collaborationsuperpowers.com/21-engaging-remotely-with-social-networks-luis-suarez.
  2. 2   Meghan M. Biro, “Telecommuting Is the Future of Work,” Forbes, 12 January 2014, https://www.forbes.com/sites/meghanbiro/2014/01/12/telecommuting-is-the-future-of-work/#175008543c86.
  3. 3   AgileBill Krebs, “Collaborating in Virtual Worlds,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 8 December 2014, https://www.collaborationsuperpowers.com/15-collaborating-in-virtual-worlds-agilebill-krebs.
  4. 4   Maarten Koopmans, “How to Eat an Elephant,” interview by Lisette Sutherland, Collaboration Superpowers, 5 February 2013, https://collaborationsuperpowers.com/hire-right-people-remote-working-Maarten-koopmans.
  5. 5   “Global Survey of 24,000+ Workers Unearths the ‘Need’ for Flexibility in the Workplace in Order for Businesses to Thrive,” 20 March 2017, Polycom Inc., http://www.polycom.com/company/news/press-releases/2017/20170321.html.
  6. 6   Nick Timmons, “Embody Your Team Online with Personify,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 30 March 2015, https://www.collaborationsuperpowers.com/31-embody-your-team-online-with-personify.
  7. 7   Sumant Kowshik, “Embody Your Team Online with Personify,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 30 March 2015, https://www.collaborationsuperpowers.com/31-embody-your-team-online-with-personify.
  8. 8   “A Highly Scientific Post About Lighting Zoom Meetings,” 12 February 2015, Zoom blog, https://blog.zoom.us/wordpress/2015/02/12/scientific-lighting-zoom-meetings-will-ever-read. See also G. C. Brainard, J. P. Hanifin, J. M. Greeson, B. Byrne, G. Glickman, E. Gerner, and M. D. Rollag, “Action Spectrum for Melatonin Regulation in Humans: Evidence for a Novel Circadian Photoreceptor,” The Journal of Neuroscience 21, no. 16, 15 August 2001, http://www.jneurosci.org/content/21/16/6405.long.
  9. 9   Ricky Guest, “Collaboration in Space Exploration NASA/SSERVI,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 22 October 2014, https://www.collaborationsuperpowers.com/episode-3-collaboration-space-exploration-nasa-sservi.
  10. 10   Alice Hendricks, CEO, “Jackson River Remote Company Q&A,” interview with Remote.co, July 2015, https://remote.co/company/jackson-river.
  11. 11   Ricky Guest, “Collaboration in Space Exploration NASA/SSERVI,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 22 October 2014, https://www.collaborationsuperpowers.com/episode-3-collaboration-space-exploration-nasa-sservi.
  12. 12   Lucius Bobikiewicz, “Powerful Online Collaboration with Simple Spreadsheets,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 6 July 2015, https://www.collaborationsuperpowers.com/45-powerful-collaboration-with-simple-spreadsheets.
  13. 13   Ryan Baker, founder and CEO, “Timely Remote Company Q&A,” interview with Remote.co, February 2016, https://remote.co/company/timely.
  14. 14   Phil Montero, “Apply the Right Technology,” interview by Lisette Suther-land, Collaboration Superpowers, video and transcript, 5 August 2014, https://www.collaborationsuperpowers.com/apply-right-technology-phil-montero.
  15. 15   Phil Montero, “Apply the Right Technology.”
  16. 16   Mark Kilby, “Facilitating Distributed Agile Teams,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 12 November 2014, https://collaborationsuperpowers.com/9-coaching-distributed-agile-teams-mark-kilby.
  17. 17   Luis Suarez, “Engaging Remotely with Social Networks,” interview by Lisette Sutherland, Collaboration Superpowers, podcast audio, video, and transcript, 19 January 2015, https://www.collaborationsuperpowers.com/21-engaging-remotely-with-social-networks-luis-suarez.
  18. 18   Felix Dubinsky, cofounder, “SimpleTexting Remote Company Q&A,” inter-view with Remote.co, May 2016, https://remote.co/company/simple-texting.
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