Off the back of my recent post about privileges I enjoy as a result of my location and first language, even at my highly-multinational employer, and inspired by my colleague Atanas‘ data-mining into where Automatticians are
located, I decided to do another treemap, this time about which countries Automatticians call home:
Where are the Automatticians?
If raw data’s your thing (or if you’re just struggling to make out the names of the countries with fewer Automatticians), here’s
a CSV file for you.
To get a better picture of that, let’s plot a couple of cartograms. This animation cycles between showing countries at (a) their
actual (landmass) size and (b) approximately proportional to the number of Automatticians based in each country:
This animation alternates between showing countries at “actual size” and proportional to the number of Automatticians based there. North America and Europe dominate the map, but there
are other quirks too: look at e.g. how South Africa, New Zealand and India balloon.
Another way to consider the data would be be comparing (a) the population of each country to (b) the number of Automatticians there. Let’s try that:
Here we see countries proportional to their relative population change shape to show number of Automatticians, as seen before. Notice how countries with larger populations like China
shrink away to nothing while those with comparatively lower population density like Australia blow up.
There’s definitely something to learn from these maps about the cultural impact of our employee diversity, but I can’t say more about that right now… primarily because I’m not smart
enough, but also at least in part because I’ve watched the map animations for too long and made myself seasick.
A note on methodology
A few quick notes on methodology, for the nerds out there who’ll want to argue with me:
Country data was extracted directly from Automattic’s internal staff directory today and is based on self-declaration by employees (this is relevant because we employ a relatively
high number of “digital nomads”, some of whom might not consider any one country their home).
Countries were mapped to continents using this dataset.
Maps are scaled using Robinson projection. Take your arguments about this over here.
The treemaps were made using Excel. The cartographs were produced based on work by Gastner MT, Seguy V, More P. [Fast flow-based algorithm for creating density-equalizing map
projections. Proc Natl Acad Sci USA 115(10):E2156–E2164 (2018)].
Some countries have multiple names or varied name spellings and I tried to detect these and line-up the data right but apologies if I made a mess of it and missed yours.
Take a look at the map below. I’m the pink pin here in Oxfordshire. The green pins are my immediate team – the people I work with on a
day-to-day basis – and the blue pins are people outside of my immediate team but in its parent team (Automattic’s org chart is a bit like a fractal).
I’m the pink pin; my immediate team are the green pins. People elsewhere in our parent team are the blue pins. Some pins represent multiple people.
Thinking about timezones, there are two big benefits to being where I am:
I’m in the median timezone, which makes times that are suitable-for-everybody pretty convenient for me (I have a lot of lunchtime/early-afternoon meetings where I get to
watch the sun rise and set, simultaneously, through my teammates’ windows).
I’m West of the mean timezone, which means that most of my immediate coworkers start their day before me so I’m unlikely to start my day blocked by anything I’m waiting on.
(Of course, this privilege is in itself a side-effect of living close to the meridian, whose arbitrary location owes a lot to British naval and political clout in the 19th century: had
France and Latin American countries gotten their way the prime median would have probably cut through the Atlantic or Pacific oceans.)
2. Language Privilege
English is Automattic’s first language (followed perhaps by PHP and Javascript!), not one of the 120 other languages spoken
by Automatticians. That’s somewhat a consequence of the first language of its founders and the language in which the keywords of most programming languages occur.
It’s also a side-effect of how widely English is spoken, which in comes from (a) British colonialism and (b) the USA using
Hollywood etc. to try to score a cultural victory.
Languages self-reportedly spoken by Automatticians, sized proportional to the number of speakers. No interpretation/filtering has been done, so you’ll see multiple dialects of the
same root language.
I’ve long been a fan of the concept of an international axillary language but I appreciate that’s an idealistic dream whose war
has probably already been lost.
For now, then, I benefit from being able to think, speak, and write in my first language all day, every day, and not have the experience of e.g. my two Indonesian colleagues who
routinely speak English to one another rather than their shared tongue, just for the benefit of the rest of us in the room!
3. Passport Privilege
Despite the efforts of my government these last few years to isolate us from the world stage, a British passport holds an incredible amount of power, ranking fifth or sixth in the world depending on whose passport index you
follow. Compared to many of my colleagues, I can enjoy visa-free and/or low-effort travel to a wider diversity of destinations.
Normally I might show you a map here, but everything’s a bit screwed by COVID-19, which still bars me from travelling to many
places around the globe, but as restrictions start to lift my team have begun talking about our next in-person meetup, something we haven’t done since I first started when I met up with my colleagues in Cape Town and got
assaulted by a penguin.
But even looking back to that trip, I recall the difficulties faced by colleagues who e.g. had to travel to a different country in order tom find an embassy just to apply for the visa
they’d eventually need to travel to the meetup destination. If you’re not a holder of a privileged passport, international travel can be a lot harder, and I’ve definitely taken that for
granted in the past.
I’m going to try to be more conscious of these privileges in my industry.
It just passed two years since I started working at Automattic, and I just made a startling
discovery: I’ve now been with the company for longer than 50% of the staff.
When you hear that from a 2-year employee at a tech company, it’s easy to assume that they have a high staff turnover, but Automattic’s churn rate is relatively low, especially for our
sector: 86% of developers stay longer than 5 years. So what’s happening? Let’s visualise it:
Everything in this graph, in which each current Automattician is a square, explains how I feel right now: still sometimes like a new fish, but in an increasingly big sea.
All that “red” at the bottom of the graph? That’s recent growth. Automattic’s expanding really rapidly right now, taking on new talent at a never-before-seen speed.
Since before I joined it’s been the case that our goals have demanded an influx of new engineers at a faster rate than we’ve been able to recruit, but it looks like things are
improving. Recent refinements to our recruitment process (of which I’ve written about my experience) have helped, but I wonder how much we’ve
also been aided by pandemic-related changes to working patterns? Many people, and especially in tech fields, have now discovered that working-from-home works for them, and a company
like Automattic that’s been built for the last decade and a half on a “distributed” model is an ideal place to see that approach work at it’s best.
We’re rolling out new induction programmes to support this growth. Because I care about our corporate culture, I’ve volunteered
myself as a Culture Buddy, so I’m going to spend some of this winter helping Newmatticians integrate into our (sometimes quirky, often chaotic) ways of working. I’m quite excited to be
at a point where I’m in the “older 50%” of the organisation and so have a responsibility for supporting the “younger 50%”, even though I’m surprised that it came around so quickly.
Automattic… culture? Can’t we just show them Office Today and be done with it?
I wonder how that graph will look in another two years.
Lots of companies have something like this, even if it falls short of a “creed”. It could be a “vision”, or a set of “values”, or something in that line.
Of course, sometimes that just means they’ve strung three clichéd words together because they think it looks good under their company logo, and they might as well have picked
any equally-meaningless words.
Company Name
respect
integrity
teamwork
Future logo and values of of Any Company, Anywhere.
But while most companies (and their staff) might pay lip service to their beliefs, Automattic’s one of few that seems to actually live it. And not in an awkward, shoehorned-in
way: people here actually believe this stuff.
By way of example:
Coffee: check. Webcam: check. Let’s touch bases, random colleague!
We’ve got a bot that, among other things, pairs up people from across the company for virtual “watercooler chat”/”coffee dates”/etc. It’s cool: I
pair-up with random colleagues in my division, or the whole company, or fellow queermatticians… and collectively these provide me a half-hour hangout about once a week. It’s a great way
to experience the diversity of culture, background and interests of your colleagues, as well as being a useful way to foster idea-sharing and “watercooler effect” serendipity.
For the last six months or so, I’ve been bringing a particular question to almost every random-chat I’ve been paired into:
What part of the Automattic creed resonates most-strongly for you right now?
On a good day, I’m at least 90% certain I’m a senior software engineer and not a cult member.
I volunteer my own answer first. It’s varied over time. Often I’m most-attached to “I will never stop learning.” Other times I connect best to “I will communicate as much as possible…”
or “I am in a marathon, not a sprint…”. Lately I’ve felt a particular engagement with “I will never pass up the opportunity to help a colleague…”.
It varies for other people too. But every single person I’ve asked this question has been able to answer it. And they’ve been able to answer it confidently and with
justifications for or examples of their choice.
Have you ever worked anywhere before where seemingly all your coworkers profess a genuine belief in the corporate creed? Like, enough that some of them get it tattooed onto their bodies. Unless you’ve been brainwashed by a cult, the answer is probably no.
If Automattic is a cult, then it might be too late for me.
Why are Automatticians like that?
For some folks, of course, the creed is descriptive rather than prescriptive. Regarding its initial creation, Matt
says that “as a hack to introduce new folks to our culture, we put a beta Automattic Creed, basically a statement of things important to us, written in the first person.”
But this alone isn’t an explanation, because back then there were only around a hundred people in the company: nowadays there are over 1,500. So how can the creed continue to be such a
pervasive influence? Or to put it another way: why are Automatticians… like that?
Do we simply attract like-minded individuals? The creed is highly visible and cross-referenced by our recruitment pages, so it wouldn’t be entirely surprising.
Maybe we filter for people who are ideologically-compatible with the creed? Insofar as the qualities it describes are essential to integrating into our corporate
culture, yes: our recruitment process does a great job of testing for those qualities.
Perhaps we converge on these values as a result of our experience as Automatticians? Once you’re in, you’re indoctrinated into the tenets of the creed and
internalise its ideas.
Or perhaps it’s a combination of the three, in some ratio or another. (What’s the ratio?)
I’ve been here 1⅔ years and don’t know the answer yet. But I’ll tell you this: it’s inspiring to be part of a team that really seem to believe in what they do.
Since joining the hiring team at Automattic in the fall of 2019, I’ve noticed different patterns and preferences on text-based interviews. Some
of these are also general interviewing tips.
Send shorter messages
Avoid Threads if possible
Show your thought process
Don’t bother name dropping
Tell the story
It’s not that different
…
Fellow Automattician Jerry Jones, whose work on accessibility was very useful in spearheading some research by my team,
earlier this year, has written a great post about interviewing at Automattic or, indeed, any company that’s opted for text-based interviews. My favourite hosting company uses these too,
and I’ve written about my experience of interviewing at Automattic, but Jerry’s post – which goes into much more detail than just the six
highlight points above, is well worth a look if you ever expect to be on either side of a text-based interview.
I’ve been doing a course provided through work to try to improve my ability to connect with an
audience over video.
This is my fourth week in the course, and I opted to revisit a video I made during my second week and try to do it again with more engagement, more focus, more punch, and more
emotion. I’m pretty pleased with how it turned out. Interestingly, it somewhat mirrors my Howdymattic video from when I first started at
Automattic, but I pivoted my “origin story” a little bit and twisted it to fit one of my favourite parts of
the Automattic Creed.
I’ve been doing a course provided through work to try to improve my ability to connect with an audience over
video. For one of my assignments in this, my fourth week, I picked a topic out from the “welcome” survey I filled out when I first started the course. The topic: the Devil’s Quoits. This stone circle – not far from my new house – has such a bizarre
history of construction, demolition, and reconstruction… as well as a fun folk myth about its creation… that I’d thought it’d make a great follow-up to my previous “local history”
piece, Oxford’s Long-Lost Zoo. I’d already hidden a “virtual” geocache at the henge, as I previously did for the zoo: a video seemed like the next logical step.
My brief required that the video be only about a minute long, which presented its own challenge in cutting down the story I’d like to tell to a bare minimum. Then on top of that, it
took me at least eight takes until I was confident that I’d have one I was happy with, and there’s still things I’d do differently if I did it again (including a better windbreak on my
lapel mic, and timing my takes for when geese weren’t honking their way past overhead!).
In any case: part of the ritual of this particular course encourages you to “make videos… as if people will see them”, and I’ve been taking that seriously! Firstly, I’ve been
sharing many of my videos with others either at work or on my blog, like the one about how GPS works or the one about the secret of magic. Secondly, I’ve been doing “extra credit” by
recording many of my daily-standup messages as videos, in addition to providing them through our usual Slack bot.
Anyway, the short of it is: you’re among the folks who get to see this one. Also available on YouTube.
I’m currently doing a course, through work, delivered by BetterOn Video. The aim of the course is to improve
my video presentation skills, in particular my engagement with the camera and the audience.
I made this video based on the week 2 prompt “make a video 60-90 seconds long about something you’re an expert on”. The idea came from a talk I used to give at the University of Oxford.
I’m currently doing a course, through work, delivered by BetterOn Video. The aim of the course is to improve
my video presentation skills, in particular my engagement with the camera and the audience.
I made this video based on the week 2 prompt “make a video 60-90 seconds long about something you’re passionate about”. The idea came from a blog post I
wrote back in 2014.
Enfys published an article this week to their personal blog: How to use gender-inclusive language. It spun out from a post that they co-authored on an internal Automattic blog, and while the while thing is pretty awesome as a primer for anybody you need to show it to, it introduced a new word to my lexicon for
which I’m really grateful.
The Need for a New Word
I’ve long bemoaned the lack of a gender-neutral term encompassing “aunts and uncles” (and, indeed, anybody else in the same category: your parents’ siblings and their spouses). Words
like sibling have been well-established for a century or more; nibling has gained a lot of
ground over the last few decades and appears in many dictionaries… but we don’t have a good opposite to nibling!
Why do we need such a word?
As a convenient collective noun: “I have 5 aunts and uncles” is clumsier than it needs to be.
Where gender is irrelevant: “Do you have and aunts and/or uncles” is clumsier still.
Where gender is unknown: “My grandfather has two children: my father and Jo.” “Oh; so you have an Aunt or Uncle Jo?” Ick.
Where gender is nonbinary: “My Uncle Chris’s spouse uses ‘they/them’ pronouns. They’re my… oh fuck I don’t even remotely have a word for this.”
New Words I Don’t Like
I’m not the first to notice this gap in the English language, and others have tried to fill it.
I’ve heard pibling used, but I don’t like it. I can see what its proponents are trying to do: combine
“parent” and “sibling” (although that in itself feels ambiguous: is this about my parents’ siblings or my siblings’ parents, which aren’t necessarily the same thing). Moreover, the
-ling suffix feels like a diminutive, even if that’s not its etymological root in this particular case, and it feels backwards to use a diminutive to describe somebody
typically in an older generation than yourself.
I’ve heard that some folks use nuncle, and I hate that word even more. Nuncle already has a meaning, albeit an archaic
one: it means “uncle”. Read your Shakespeare! Don’t get me wrong: I’m all for resurrecting useful archaic words: I’m
on a personal campaign to increase use eyeyesterday and, especially, overmorrow (German has übermorgen, Afrikaans has
oormôre, Romanian has poimâine: I want a word for “the day
after tomorrow” too)! If you bring back a word only to try to define it as almost-the-opposite of what you want it to mean, you’re in for trouble.
Auntle is another candidate – a simple fusion of “aunt” and “uncle”… but it still feels a bit connected to the gendered terms it comes from, plus if you look around enough you
find it being used for everything from an affectionate mutation of “aunt” to a term to refer to your uncle’s husband. We can do better.
A New Word I Do!
But Enfys’ post gave me a new word, and I love it:
…
Here are some gender-neutral options for gendered words we hear a lot. They’re especially handy if you’re not sure of the gender of the person you’re addressing:
Mx.: An honorific, alternative to Mr./Mrs./Ms.
Sibling: instead of brother/sister
Spouse: instead of husband/wife
Partner, datefriend, sweetheart, significant other: instead of boyfriend/girlfriend
Parent: instead of mother/father
Nibling: instead of niece/nephew
Pibling, Entle, Nuncle: instead of aunt/uncle
…
Entle! Possibly invented here, this is the best gender-neutral term for “the sibling of your
parents, or the spouse of the sibling of your parents, or another family member who fulfils a similar role” that I’ve ever seen. It brings “ent” from “parent” which, while
etymologically the wrong part of the word for referring to blood relatives (that comes from a PIE root pere- meaning “to produce or bring forth”), feels similar to the contemporary slang root rent (clipped form of “parent”).
It feels new and fresh enough to not be “auntle”, but it’s similar enough to the words “aunt” and “uncle” that it’s easy to pick up and start using without that “what’s that new word I
need to use here?” moment.
I’m totally going to start using entle. I’m not sure I’ll find a use for it today or even tomorrow. But overmorrow? You never know.
In 2020 at @automattic my team, Alpha, forked into teams Fuel and Fire (I’ll tell you the story another time).
But it took ’til now for me to notice that our internal systems use something like the string ${jobTitle} on ${teamName}. Which leads to this excellent title.
If you missed it the first time around, click through to explore an interactive panoramic view of my
workspace. It’s slightly more “unpacked” now.
As I approach my first full year as an Automattician, I find myself looking back on everything I’ve learned… but also looking around at all the things I still don’t understand! I’m not
learning something new every day any more… but I’m still learning something new most weeks.
This summer I’ve been getting up-close and personal with Gutenberg components. I’d mostly managed to avoid learning the React (eww; JSX, bad documentation, and an elephantine payload…) necessary to hack Gutenberg, but in
helping to implement new tools for WooCommerce.com I’ve discovered that it’s… not quite as painful as I’d thought. There are even some bits I quite like. But I don’t expect to
fall in love with React any time soon. This autumn I’ve been mostly working on search and personalisation, integrating customer analytics data with our marketplace to help understand
what people look for on our sites and using that to guide their future experience (and that of others “like” them). There’s always something new.
I suppose that by now everybody‘s used to meetings that look like this, but when I first started at Automattic a year ago they were less-commonplace.
My team continues to grow, with two newmatticians this month and a third starting in January. In fact, my team’s planning to fork into two closely-linked subteams; one with a focus on
customers and vendors, the other geared towards infrastructure. It’s exciting to see my role grow and change, but I worry about the risk of gradually pigeon-holing myself into an
increasingly narrow specialisation. Which wouldn’t suit me: I like to keep a finger in all the pies. Still; my manager’s reassuring that this isn’t likely to be the case and
our plans are going in the “right” direction.
On the side of my various project work, I’ve occasionally found the opportunity for more-creative things. Last month, I did some data-mining over the company’s “kudos” history of the
last five years and ran it through vis.js to try to find a new angle on understanding how Automattic’s staff, teams, and divisions interact with one
another. It lead to some interesting results: panning through time, for example, you can see the separate island of Tumblr staff who joined us
during the acquisition gradually become more-interconnected with the rest of the organisation over the course of
the last year.
Automattic as a social graph of kudos given/received during September 2020, colour-coded by team. Were you one of us, you’d be able to zoom in and find yourself. The large “branch” in
the bottom right is mostly comprised of Tumblr staff.
The biggest disappointment of my time at Automattic so far was that I’ve not managed to go to a GM! The 2019 one – which looked awesome – took place only a couple of weeks before my contract started (despite my best efforts to wrangle
my contract dates with the Bodleian and Automattic to try to work around that), but people reassured me that it was okay because I’d make it
to the next one. Well.. 2020 makes fools of us all, I guess, because of course there’s no in-person GM this year. Maybe, hopefully, if and
when the world goes back to normal I’ll get to spend time in-person with my colleagues once in a while… but for now, we’re having to suffice with Internet-based socialisation only, just
like the rest of the world.
This week, some colleagues at Automattic and I are sharing pictures of our workspaces. So I made a 360° panoramic with interactive “info points”
(apologies for work-specific jargon). Would you like to see it?
May 27th, 17 years ago, the first release of WordPress was put into the world by Mike Little and myself. It did not have an installer, upgrades, WYSIWYG editor (or hardly any
Javascript), comment spam protection, clean permalinks, caching, widgets, themes, plugins, business model, or any funding.
…
Seventeen years ago, WordPress was first released.
Sixteen years, eleven months ago, I relaunched I relaunched my then-dormant blog. I considered WordPress/b2/cafelog, but went with a
now-dead engine called Flip instead.
Fifteen years, ten months ago, in response to a technical failure on the server I was using, I lost it all and had to recover my posts from backups. Immediately afterwards, I took the opportunity to redesign my blog and switch to WordPress. On the same day, I attended the graduation ceremony for my first degree (but somehow didn’t think this was worth blogging
about).
Fifteen years, nine months ago, Automattic Inc. was founded to provide managed WordPress hosting services. Some time later, I thought to myself: hey, they seem like a cool company, and
I like everything Matt’s done so far. I should perhaps work there someday.
When the COVID-19 lockdown forced many offices to close and their staff to work remotely, some of us saw what was unfolding as
an… opportunity in disguise. Instead of the slow-but-steady
decentralisation of work that’s very slowly become possible (technically, administratively, and politically) over the last 50 years, suddenly a torrent of people were discovering that
remote working can work.
Unfulfilled promises of the world of tomorrow include flying cars, viable fusion power, accessible space travel, post-scarcity economies, and – until recently – widespread
teleworking. Still waiting on my holodeck too.
The Future is Now
As much as I hate to be part of the “where’s my flying car?” brigade, I wrote ten years ago about my dissatisfaction that remote
working wasn’t yet commonplace, let alone mainstream. I recalled a book I’d read as a child in the 1980s that promised a then-future 2020 of:
near-universal automation of manual labour as machines become capable of an increasing diversity of human endeavours (we’re getting there, but slowly),
a three- or four-day work week becoming typical as efficiency improvements are reinvested in the interests of humans rather than of corporations (we might have lost sight of that
goal along the way, although there’s been some fresh interest
in it lately), and
widespread “teleworking”/”telecommuting”, as white-collar sectors grow and improvements in computing and telecommunications facilitate the “anywhere office”
Of those three dreams, the third soon seemed like it would become the most-immediate. Revolutionary advances in mobile telephony, miniaturisation of computers, and broadband networking
ran way ahead of the developments in AI that might precipitate the first dream… or the sociological shift required for
the second. But still… progress was slow.
At eight years old, I genuinely believed that most of my working life would be spent… wherever I happened to be. So far, most of my working life has been spent in an office, despite
personally working quite hard for that not to be the case!
Apply directly to the head! Commuting looks different today than it did last year, but at least the roads are quieter.
I started at Automattic six months ago, an entirely distributed company. And so when friends and colleagues found themselves required to work
remotely by the lockdown they came in droves to me for advice about how to do it! I was, of course, happy to help where I could: questions often
covered running meetings and projects, maintaining morale, measuring output, and facilitating communication… and usually I think I gave good answers. Sometimes, though, the
answer was “If you’re going to make that change, you’re going to need a cultural shift and some infrastructure investment first.” Y’know: “Don’t start from here.” If you received that advice from me: sorry!
(Incidentally, if you have a question I haven’t answered yet, try these clever people first for even better
answers!)
More-recently, I was excited to see that many companies have adopted this “new normal” not as a temporary measure,
but as a possible shape of things to come. Facebook, Twitter, Shopify, Square, and Spotify have all announced that they’re going to permit or encourage remote work as standard, even
after the crisis is over.
Obviously tech companies are leading the way, here: not only are they most-likely to have the infrastructure and culture already in place to support this kind of shift. Also, they’re
often competing for the same pool of talent and need to be seen as at-least as progressive as their direct rivals. Matt
Mullenweg observes that:
What’s going to be newsworthy by the end of the year is not technology companies saying they’re embracing distributed work, but those that aren’t.
…some employers trapped in the past will force people to go to offices, but the illusion that the office was about work will be shattered forever, and companies that
hold on to that legacy will be replaced by companies who embrace the antifragile nature of distributed organizations.
I’ve shared this before, I know, but it exudes Matt’s enthusiasm for distributed work so well that I’m sharing it again. Plus, some of the challenges I describe below map nicely to
the borders between some of
Tomorrow’s Challenges
We’re all acutely familiar with the challenges companies are faced with today as they adapt to a remote-first environment. I’m more interested in the challenges that
they might face in the future, as they attempt to continue to use a distributed workforce as the pandemic recedes. It’s easy to make the mistake of assuming that what many
people are doing today is a rehearsal for the future of work, but the future will look different.
Some people, of course, prefer to spend some or all of their work hours in an office environment. Of the companies that went remote-first during the lockdown and now plan to
stay that way indefinitely, some will lose employees who
preferred the “old way”. For this and other reasons, some companies will retain their offices and go remote-optional, allowing flexible teleworking, and this has it’s own
pitfalls:
Some remote-optional offices have an inherent bias towards in-person staff. In some companies with a mixture of in-person and remote staff, remote workers don’t get
included in ad-hoc discussions, or don’t become part of the in-person social circles. They get overlooked for projects or promotions, or treated as second-class citizens. It’s easy to
do this completely by accident and create a two-tiered system, which can lead to a cascade effect that eventually collapses the “optional” aspect of remote-optional; nowhere was this
more visible that in Yahoo!’s backslide against remote-optional working in 2013.
Some remote-optional offices retain an archaic view on presenteeism and “core hours”. Does the routine you keep really matter? Remote-first working demands that
productivity is measured by output, not by attendance, but management-by-attendance is (sadly) easier to implement, and
some high-profile organisations favour this lazy but less-effective approach. It’s easy, but ineffective, for a remote-optional company to simply extend hours-counting performance
metrics to their remote staff. Instead, allowing your staff (insofar as is possible) to work the hours that suit them as individuals opens up your hiring pool to a huge number of
groups whom you might not otherwise reach (like single parents, carers, digital nomads, and international applicants) and helps you to get the best out of every one of them, whether
they’re an early bird, a night owl, or somebody who’s most-productive after their siesta!
Pastoral care doesn’t stop being important after the crisis is over. Many companies that went remote-first for the coronavirus crisis have done an excellent job of
being supportive and caring towards their employees (who, of course, are also victims of the crisis: by now, is there anybody whose life hasn’t been impacted?). But when
these companies later go remote-optional, it’ll be easy for them to regress to their old patterns. They’ll start monitoring the wellbeing only of those right in front of
them. Remote working is already challenging, but it can be made much harder if your company culture makes it hard to take a sick day, seek support on a HR issue, or make small-talk with a colleague.
On the Internet, nobody knows that you’re only properly-dressed from the waist up. No, wait: as of 2020, everybody knows that. Let’s just all collectively own it, ‘k.
These are challenges specifically for companies that go permanently remote-optional following a period of remote-first during the coronavirus crisis.
Towards a Post-Lockdown Remote-Optional Workplace
How you face those challenges will vary for every company and industry, but it seems to me that there are five lessons a company can learn as it adapts to remote-optional work in a
post-lockdown world:
Measure impact, not input. You can’t effectively manage a remote team by headcount or closely tracking hours; you need to track outputs (what is produced), not inputs
(person-hours). If your outputs aren’t measurable, make them measurable, to paraphrase probably-not-Galileo. Find metrics you can work with and rely on, keep them transparent and open, and
re-evaluate often. Use the same metrics for in-office and remote workers.
Level the playing field. Learn to spot the biases you create. Do the in-person attendees do all the talking at your semi-remote meetings? Do your remote workers have
to “call in” to access information only stored on-site (including in individual’s heads)? When
they’re small, these biases have a huge impact on productivity and morale. If they get big, they collapse your remote-optional environment.
Always think bigger. You’re already committing to a shakeup, dragging your company from the 2020 of the real world into the 2020 we once dreamed of. Can you go
further? Can you let your staff pick their own hours? Or workdays? Can your staff work in other countries? Can you switch some of your synchronous communications channels (e.g.
meetings) into asynchronous information streams (chat, blogs, etc.)? Which of your telecommunications tools
serve you, and which do you serve?
Remember the human. Your remote workers aren’t faceless (pantsless) interchangeable components in your corporate machine. Foster interpersonal relationships and don’t
let technology sever the interpersonal links between your staff. Encourage and facilitate (optional, but awesome) opportunities for networking and connection. Don’t forget to get together in-person sometimes: we’re a pack animal, and we form tribes more-easily when we
can see one another.
Support people through the change. Remote working requires a particular skillset; provide tools to help your staff adapt to it. Make training and development options
available to in-office staff too: encourage as flexible a working environment as your industry permits. Succeed, and your best staff will pay you back in productivity and loyalty.
Fail, and your best staff will leave you for your competitors.
I’m less-optimistic than Matt that effective distributed
working is the inexorable future of work. But out of the ashes of the coronavirus crisis will come its best chance yet, and I know that there’ll be companies who get left behind in
the dust. What are you doing to make sure your company isn’t one of them?
