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I'd just go with remote-first async material from companies like Gitlab, etc The hybrid just means you also get the nice parts of going to the office, but for

by tough 5y ago

I'd just go with remote-first async material from companies like Gitlab, etc The hybrid just means you also get the nice parts of going to the office, but for any remote work to work, async remote kinda needs to be default for the whole company, and the office are just perks

ghaff 5y ago
Yeah, so much is recent, companies/employees are making it up as they go, and situations vary so much that you're not going to find anything like an authoritative tome on the topic. And to the second point, I'm not sure there is a real hybrid model in the sense of people wandering into an office now and then when they are in the mood. I do think one or two scheduled days in a week--assuming a co-located team which often isn't the case--or scheduled team on-sites once a quarter or whatever make sense. But, for most people, just camping out in an office now and then with people they mostly don't know doesn't add a lot of value.
- netjiro 5y ago
  > Yeah, so much is recent ... For the general public it seems like a new thing. But many of us have been working fully or mostly remote for decades, used to be called distributed. There is a lot of knowledge out there for anyone who want to learn, extensively tested in many organisations. The gitlab stuff, linked above, is one example. I've been building and running globally distributed asynchronous organisations for 20y, and I've learnt some of my tips/tricks/tools from people doing it very successfully for many years before I started. My best tips: ditch the traditional management dogma, it's quite inefficient anyway. Trust your people. Make sure they have the information and training they need. Flatten out. Push for transparency. Go async! Especially for decision making. For me it has been exceptionally rare that people are less productive when they are given control over their own circumstances.
pc86 5y ago
You touch on it a bit but there is an important distinction between "remote" and "async." I work for a remote-first company, but not an async one. We all start at roughly the same time (give or take an hour or two maybe) and most work is either development related (code, git, reviews, etc.), documentation, or meetings. Very little email or async chat, for better or worse. I've never worked in a truly async company but I imagine there are a lot of hurdles not there in a synchronous company. * We only care about where you live for payroll/tax/etc purposes.

by tough 5y ago

ghaff 5y ago

Yeah, so much is recent, companies/employees are making it up as they go, and situations vary so much that you're not going to find anything like an authoritative tome on the topic. And to the second point, I'm not sure there is a real hybrid model in the sense of people wandering into an office now and then when they are in the mood. I do think one or two scheduled days in a week--assuming a co-located team which often isn't the case--or scheduled team on-sites once a quarter or whatever make sense. But, for most people, just camping out in an office now and then with people they mostly don't know doesn't add a lot of value.

netjiro 5y ago
> Yeah, so much is recent ... For the general public it seems like a new thing. But many of us have been working fully or mostly remote for decades, used to be called distributed. There is a lot of knowledge out there for anyone who want to learn, extensively tested in many organisations. The gitlab stuff, linked above, is one example. I've been building and running globally distributed asynchronous organisations for 20y, and I've learnt some of my tips/tricks/tools from people doing it very successfully for many years before I started. My best tips: ditch the traditional management dogma, it's quite inefficient anyway. Trust your people. Make sure they have the information and training they need. Flatten out. Push for transparency. Go async! Especially for decision making. For me it has been exceptionally rare that people are less productive when they are given control over their own circumstances.

pc86 5y ago

You touch on it a bit but there is an important distinction between "remote" and "async." I work for a remote-first company, but not an async one. We all start at roughly the same time (give or take an hour or two maybe) and most work is either development related (code, git, reviews, etc.), documentation, or meetings. Very little email or async chat, for better or worse. I've never worked in a truly async company but I imagine there are a lot of hurdles not there in a synchronous company. * We only care about where you live for payroll/tax/etc purposes.