Some of these are more annoyances than anything, but I do agree that following most of this advice will make you a more enjoyable coworker for everyone else. A

Some of these are more annoyances than anything, but I do agree that following most of this advice will make you a more enjoyable coworker for everyone else. As a manager, the part about not being a backseat manager hits home for me. There’s something about Slack chats that make some people feel like they need to be involved in every conversation even if they’re not contributing anything useful. I’ve had to coach a few people about how to ignore Slack conversations that aren’t relevant to their own work. Slack is hard enough to keep up with without a constant influx of unhelpful comments from unrelated people. Another two habits that make for ineffective coworkers: 1) Trying to force everything to be synchronous. “Can we hop on a quick call?” can’t be your response to everything. You also can’t delay discussions until you can schedule a meeting slot with multiple people. Learn to leverage Slack and have productive quick discussions, escalating to a call or meeting only after you’ve tried a chat or e-mail. 2) Trying to force everything to be asynchronous. There are some people who think remote work should mean they can isolate themselves, get their work from the ticket tracker, and only respond to e-mail once per day. This doesn’t work in any collaborative environment where people’s work overlaps and depends on what other people are doing or have done. It’s important to find a balance between working in isolation and being part of discussions, but forcing everyone to work around your asynchronous work habits quickly grows old for everyone else. Be assertive about protecting your focus time, but make a point of being available and part of the conversation.