3 ms·
What I've learnt talking to 2,500 companies about remote work – a thread
- jokethrowaway 5y agoBecoming async is the hardest thing to pull off and the most important. I've been working remotely for most of my career and pre covid companies that were doing remote correctly were async. I didn't even realise how big of a difference could that make. I switched company during covid and the company wasn't async at all. What a nightmare. It was literally being on-call all day, the leadership keep mandating from above even more collaboration. It felt like we were all prisoners of the call spying on each other and that whoever left would be considered badly. After trying to change things, I just quit. Finding a good remote company nowadays is much harder than before. I see half of my friends being in 8 hours calls and half of my friends doing 15 minutes of work and then being off for the day. Before covid, a company doing remote, was either broke and needed to save money on employees (easy skip) or it was investing massively in their employees and developing a remote culture. Now that everyone is remote, there is a lot of bad in the group of non broke remote companies and no easy way to tell them apart.
- wizwit999 5y agoThese point to deeper cultural issues in those companies
- jdlshore 5y agoThis was a disappointingly shallow rah-rah piece by someone who sells remote working supplies. No real lessons here.
- closeparen 5y agoI don't see any embrace of written or async culture. Management has only doubled down on the responsibility of senior ICs to promote a culture of collaboration. Which to them means conspicuous presence in all the weekly Zoom calls, plus inventing new weekly Zoom calls to lead, and including as many people in them as possible.