I’ve recently published an article on O’Reilly Radar about successfully migrating to a remote (distributed) team structure.
I realize that a single article on remote teams couldn’t possibly cover everything. Here are some quick points that didn’t make the final cut:
Remote work is a place for deep thinkers to shine. With many discussions taking place in asynchronous form, such as chat systems, people who need an extra moment to think will have a chance to dive in. They won’t have to jockey for position the way they do in a fast-moving, in-person meeting.
The same holds for anyone whose work requires periods of intense focus, such as data scientists or software developers. Context switching eats up time as people have to settle back into a focused task. Remote work helps them to be more productive because they get more control over when and how they are interrupted.
Founders/CxOs: you don’t get to pocket all of that money you saved by not renting office space. You’d do well to share that revenue with the remote team members in the form of a stipend for office equipment.
At some point I’ll write a follow-up piece on doing remote work. Stay tuned.
You can read the full article on O’Reilly Radar: