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    Remote Teamwork is nothing new - the managers just never participated

    Jimi Wikman

    I must admit that I am amused at the sheer number of posts that flood the Internet the last months that all revolve around how to make remote teamwork work. They all seem share one common thing and that is that they are written by, or for, managers. The thing is though that for most of us that work in IT this has worked for decades and it is for many of us a part of our daily routine.

    It is with a sad smile that I see the complete hysteria from middle and upper management when it comes to working from remote. It is as if the last 20 years of advancement in that area never actually reached this group. Their futile need for control and the withdrawal symptoms from not getting your daily meeting "fix" is in my eyes nothing new, but it becomes so very obvious in times of crisis.

    We see large organizations cutting away their workforce and while they try to trim away across the organization it is pretty obvious that it is people who are close to the consumers that suffer the most. Stores, restaurants, hotels and travel are all sadly on the brink of extinction. On the technical side of things we see less work as well, but not because the work is no longer needed, but because investments are more careful when the cash flow is less stable.

    We see an upswing for collaboration tools such as Miro and Trello while at least my daily feed is filled to the brink of articles on how to remain productive from remote. Most articles are so basic that I have to wonder who they are written for as most development teams have this as part of their daily work. Things like "focus on direct calls instead of chat" and "make sure your team know how to reach you" is utterly ridiculous however and in many articles I feel like I am being patronized and addressed like a five year old.

    Working from home is not something that should be strange or confusing in 2020. If you do not have work processes that work for that, then I would argue that you have been neglecting to evolve as an organization for a long time. To be a manager that are having problems functioning within a remote teamwork environment is not only a liability in this crisis, but for the foreseeable future. If you are having issues with that now, then I suggest you start looking into improving that right now. It is a skill that you must have in this day and age.

    The silver lining with this situation however is that many organizations now are forced to transform. We see it already that some larger organizations are reducing the middle management section for faster communication and more direct management. Meetings are heavily reduced, which is because many meetings at middle management levels are just to transfer information. In a remote workforce that is wasteful, so sharing information are done more efficiently.

    We also see how badly communication between business, IT and Operations are working. I don't think I have seen this many articles about DevOps or Incident Management in the last decade. I have seen a big upswing in Quality Assurance discussions, especially surrounding requirements and facilitating workshop on remote. Portfolio management is on the rise and I get more questions about Portfolio for Jira, BigPicture and Structure than I think I have ever had. Clearly people are in need of ways to get an overview of the work to satisfy their need for control.

    It is also interesting that I have not seen a single request for Jira Align...

    While business and management are in a bit of panic mode at the moment I see the opposite in the development and test areas. People are working well from home and I see productivity is skyrocketing. The pressure on management is increasing to get better requirements and improve communication, but as long as the development teams get the information they need, then they are golden it seems. I hear people are less stressed, better focused and I even hear that things like system stability and technical debt is getting a bit of focus lately.

    I hope that this crisis can lead to some change in management in the long run. Having more time to actually think and being forced to learn how to communicate more efficiently should benefit management greatly. Having the tools and processes to work from remote is a good way to future proof your organization. I also hope more managers will realize that working from home does not make you less productive. In fact it will greatly benefit some groups that not only can get more focused, but also can work when they are most productive.

    If you are a manager that are struggling with remote teamwork, then don't chase articles that give you platitudes and nonsense advice. Talk to your development teams instead. They most likely already have this in place for working from home or to collaborate with other teams or offshore. Take this opportunity to slow down, process the information and then communicate it clearly instead of just running all the time. If you lack the tools or infrastructure to work efficiently on remote, then invest in it now. It is a good investment, not just for a crisis like the current one, but also for meeting the future demands of the employees.

    Embrace Remote Teamwork, just like the rest of us did back in 2005. 😉



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