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I will never go back to a team that's even partially "colocated" because I've found, that when the team gets async right, it's enormously annoying to go back.
by mr_tristan 5y ago
I will never go back to a team that's even partially "colocated" because I've found, that when the team gets async right, it's enormously annoying to go back.
But, as someone who has experienced full time work in a couple of different places, let me start by saying it is hard to get right. A ton of process has been built up in a sync world, like, most of your agile process recommendations. So you have to approach async with a constant experimentation, and question all the "best practices" of the past.
A few observations that work well:
1. Slack workflows are your friends for stuff like status checks, or cross-team communication.
2. Have meetings regularly (like, daily), but, have a clear agenda.
If you ever have a meeting that's a "round robin" sort of thing, that's a giant red flag for me. Every time I've gotten people used to a daily Slack thread for "my status" it's gone really well. And any other meeting it just makes it better to offload that kind of thing.
At the same time, meetings are useful, if they have a good agenda. Managing a regular meeting agenda is tricky. What I've found that works well is to have some kind of kanban-like tool where anyone can propose a topic. Then you just go through any of the open topics until you're out of time. We usually pair the kanban board with a meeting notes document that we can cross link to for each topic. Then, any follow ups or whatever can just be tracked.
If you smooth out the communication like this, a lot of the interpersonal connnections, morale and spontaneous interaction problems get fixed. The dynamic will never be like having everyone together, but, I've noticed that the meetings I attend are actually useful. Which is 99% of the reason I will never, ever, join a company that wants me physically located again.
What's still not clear to me is exactly how to build broader cross-team connections. I suspect the right way to do this is to actually just move teams every 12-24 months.
- disgruntledphd2 5y ago> What's still not clear to me is exactly how to build broader cross-team connections. I suspect the right way to do this is to actually just move teams every 12-24 months. This is probably gonna be the biggest issue with fully-remote/WFH setups. Like small team communication can definitely work (even better, sometimes), but it's really really hard to meet people organically in a remote/WFH setup, which leads to a decrease in weak ties, which tend to be the most useful in retaining company culture and forging bonds that make things happen.