There comes a point where you’ve run out of new lockdown activity ideas, and you just start combining random pairs of activities you’ve already done. This morning’s first activity was… “Pyjama Party / Water Fight”.
Is it just me, or does “Pyjama Party / Water Fight” sound like a PWL song title?
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.
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!
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!
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.
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.
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?
The lockdown’s having an obvious huge impact on strippers, whose work is typically in-person, up close, and classed as non-essential. And their work isn’t eligible for US programmes to support furloughed workers. So Lucky Devil Lounge in Portland decided to adapt their services into one that is classed as essential by providing a drive-through food service. With strippers.
This is Erika Moen’s comic about the experience of visiting the drive-through. Her comics are awesome and I’ve shared them with you a fewtimesbefore (I even paid for the product she recommended in the last of those), of course.
I first came to this series in 2014 – seems like a lifetime ago! – but got called away by something before I could find more than the first one. Today, under our recently reduced lockdown and in an effort to save the kids from crawling to the walls, we came out for a walk along this side of the woods and quickly found this cache. TFTC!
Since I accepted a job offer with Automattic last summer I’ve been writing about my experience on a nice, round 128-day schedule. My first post described my application and recruitment process; my second post covered my induction, my initial two weeks working alongside the Happiness team (tech support), and my first month in my role. This is the third post, running through to the end of six and a half months as an Automattician.
Always Be Deploying
One of the things that’s quite striking about working on many of Automattic’s products, compared to places I’ve worked before, is the velocity. Their continuous integration game is pretty spectacular. We’re not talking “move fast and break things” iteration speeds (thank heavens), but we’re still talking fast.
My team tackles a constant stream of improvements in two-week sprints, with every third sprint being a cool-down period to focus on refactoring, technical debt, quick wins, and the like. Periodic HACK weeks – where HACK is (since 2018) a backronym for Helpful Acts in Customer Kindness – facilitate focussed efforts on improving our ecosystem and user experiences.
I’m working in a larger immediate team than I had for most of my pre-Automattic career. I’m working alongside nine other developers, typically in groups of two to four depending on the needs of whatever project I’m on. There’s a great deal of individual autonomy: we’re all part of a greater whole and we’re all pushing in the same direction, but outside of the requirements of the strategic goals of our division, the team’s tactical operations are very-much devolved and consensus-driven. We work out as a team how to solve the gnarly (and fun!) problems, how to make best use of our skills, how to share our knowledge, and how to schedule our priorities.
This team-level experience echoes the experience of being an individual at Automattic, too. The level of individual responsibility and autonomy we enjoy is similar to that I’ve seen only after accruing a couple of years of experience and authority at most other places I’ve worked. It’s amazing to see that you can give a large group of people so much self-controlled direction… and somehow get order out of the chaos. More than elsewhere, management is more to do with shepherding people into moving in the same direction than it is about dictating how the ultimate strategic goals might be achieved.
Na na na na na na na na VAT MAN!
Somewhere along the way, I somehow became my team’s live-in expert on tax. You know how it is: you solve a bug with VAT calculation in Europe… then you help roll out changes to support registration with the GST in Australia… and then one day you find yourself reading Mexican digital services tax legislation and you can’t remember where the transition was from being a general full-stack developer to having a specialisation in tax.
Tax isn’t a major part of my work. But it’s definitely reached a point at which I’m a go-to figure. A week or so ago when somebody had a question about the application of sales taxes to purchases on the WooCommerce.com extensions store, their first thought was “I’ll ask Dan!” There’s something I wouldn’t have anticipated, six month ago.
Automattic’s culture lends itself to this kind of selective micro-specialisation. The company actively encourages staff to keep learning new things but mostly without providing a specific direction, and this – along with their tendency to attract folks who, like me, could foster an interest in almost any new topic so long as they’re learning something – means that my colleagues and I always seem to be developing some new skill or other.
I know off the top of my head who I’d talk to about if I had a question about headless browser automation, or database index performance, or email marketing impact assessment, or queer representation, or getting the best airline fares, or whatever else. And if I didn’t, I could probably find them. None of their job descriptions mention that aspect of their work. They’re just the kind of people who, when they see a problem, try to deepen their understanding of it as a whole rather than just solving it for today.
A lack of pigeonholing, coupled with the kind of information management that comes out of being an entirely-distributed company, means that the specialisation of individuals becomes a Search-Don’t-Sort problem. You don’t necessarily find an internal specialist by their job title: you’re more-likely to find them by looking for previous work on particular topics. That feels pretty dynamic and exciting… although it does necessarily lead to occasional moments of temporary panic when you discover that something important (but short of mission-critical) doesn’t actually have anybody directly responsible for it.
No examination of somebody’s first 6+ months at a new company, covering Spring 2020, would be complete without mention of that company’s response to the coronavirus crisis. Because, let’s face it, that’s what everybody’s talking about everywhere right now.
As the UK’s lockdown (eventually) took hold I found myself treated within my social circle like some kind of expert on remote working. My inboxes filled up with queries from friends… How do I measure output? How do I run a productive meeting? How do I maintain morale? I tried to help, but unfortunately some of my answers relied slightly on already having a distributed culture: having the information and resource management and teleworking infrastructure in-place before the crisis. Still, I’m optimistic that companies will come out of the other side of this situation with a better idea about how to plan for and execute remote working strategies.
I’ve been quite impressed that even though Automattic’s all sorted for how work carries on through this crisis, we’ve gone a step further and tried to organise (remote) events for people who might be feeling more-isolated as a result of the various lockdowns around the world. I’ve seen mention of wine tasting events, toddler groups, guided meditation sessions, yoga clubs, and even a virtual dog park (?), all of which try to leverage the company’s existing distributed infrastructure to support employees who’re affected by the pandemic. That’s pretty cute.
In summary: Automattic’s still proving to be an adventure, I’m still loving their quirky and chaotic culture and the opportunity to learn something new every week, and while their response to the coronavirus crisis has been as solid as you’d expect from a fully-distributed company I’ve also been impressed by the company’s efforts to support staff (in a huge diversity of situations across many different countries) through it.
I think our local red kites were mostly living on roadkill, and the lockdown means they’re not getting fed. They’ve also forgotten how to hunt: this afternoon I watched one get its ass handed to it by a medium-sized crow.
Ordnance Survey, the national mapping agency for Great Britain, is set to publish revised maps for the whole of the British isles in the wake of social distancing measures. The new 1:50,000 scale maps are simply a revision of the older 1:25,000 scale map but all geographical features have been moved further apart.
Gareth’s providing a daily briefing including all the important things that the government wants you to know about the coronavirus crisis… and a few things that they didn’t think to tell you, but perhaps they should’ve. Significantly more light-hearted than wherever you’re getting your news from right now.
New rules for old games! The Board Game Remix Kit is a collection of tips, tweaks, reimaginings and completely new games that you can play with the board and pieces from games you might already own: Monopoly, Cluedo, Scrabble and Trivial Pursuit.
The 26 rule tweaks and new games include:
Full Houses: poker, but played with Monopoly properties
Citygrid: a single-player city-building game
Use Your Words: Scrabble with storytelling
Them’s Fightin’ Words: a game of making anagrams, and arguing about which one would win in a fight
Hunt the Lead Piping: hiding and searching for the Cluedo pieces in your actual house
Guess Who Done It: A series of yes/no questions to identify the murderer (contributed by Meg Pickard)
Zombie Mansion: use the lead piping to defend the Cluedo mansion
Judy Garland on the Moon with a Bassoon: a drawing game that uses the answers to trivia questions as prompts
The Board Game Remix Kit was originally released in 2010 by the company Hide&Seek (which closed in 2014). We are releasing it here as a pdf (for phones/computers) and an epub (for ereaders) under a CC-BY-SA license.
If you enjoy the Kit and can afford it, please consider a donation to the World Health Organisation’s COVID-19 Response Fund.
Confined to your house? What a great opportunity to play board games with your fellow confinees.
Only got old family classics like Monopoly, Cluedo and Scrabble? Here’s a guide to mixing-them-up into new, fun, and highly-playable alternatives. Monopoly certainly needs it.
Normally this kind of thing would go into the ballooning dump of “things I’ve enjoyed on the Internet” that is my reposts archive. But sometimes something is so perfect that you have to try to help it see the widest audience it can, right? And today, that thing is: Mackerelmedia Fish.
What is Mackerelmedia Fish? I’ve had a thorough and pretty complete experience of it, now, and I’m still not sure. It’s one or more (or none) of these, for sure, maybe:
A point-and-click, text-based, or hypertext adventure?
What I can tell you with confident is what playing feels like. And what it feels like is the moment when you’ve gotten bored waiting for page 20 of Argon Zark to finish appear so you decide to reread your already-downloaded copy of the 1997 a.r.k bestof book, and for a moment you think to yourself: “Whoah; this must be what living in the future feels like!”
Because back then you didn’t yet have any concept that “living in the future” will involve scavenging for toilet paper while complaining that you can’t stream your favourite shows in 4K on your pocket-sized supercomputer until the weekend.
Mackerelmedia Fish is a mess of half-baked puns, retro graphics, outdated browsing paradigms and broken links. And that’s just part of what makes it great.
If I wasn’t already in love with the game already I would have been when I got to the bit where you navigate through the directory indexes of a series of deepening folders, choose-your-own-adventure style. Nathalie writes, of it:
One thing that I think is also unique about it is using an open directory as a choose your own adventure. The directories are branching. You explore them, and there’s text at the bottom (an htaccess header) that describes the folder you’re in, treating each directory as a landscape. You interact with the files that are in each of these folders, and uncover the story that way.
Back in the naughties I experimented with making choose-your-own-adventure games in exactly this way. I was experimenting with different media by which this kind of branching-choice game could be presented. I envisaged a project in which I’d showcase the same (or a set of related) stories through different approaches. One was “print” (or at least “printable”): came up with a Twee1-to-PDF converter to make “printable” gamebooks. A second was Web hypertext. A third – and this is the one which was most-similar to what Nathalie has now so expertly made real – was FTP! My thinking was that this would be an adventure game that could be played in a browser or even from the command line on any (then-contemporary: FTP clients aren’t so commonplace nowadays) computer. And then, like so many of my projects, the half-made version got put aside “for later” and forgotten about. My solution involved abusing the FTP protocol terribly, but it worked.
(I also looked into ways to make Gopher-powered hypertext fiction and toyed with the idea of using YouTube annotations to make an interactive story web [subsequently done amazingly by Wheezy Waiter, though the death of YouTube annotations in 2017 killed it]. And I’ve still got a prototype I’d like to get back to, someday, of a text-based adventure played entirely through your web browser’s debug console…! But time is not my friend… Maybe I ought to collaborate with somebody else to keep me on-course.)
In any case: Mackerelmedia Fish is fun, weird, nostalgic, inspiring, and surreal, and you should give it a go. You’ll need to be on a Windows or OS X computer to get everything you can out of it, but there’s nothing to stop you starting out on your mobile, I imagine.
Sso long as you’re capable of at least 800 × 600 at 256 colours and have 4MB of RAM, if you know what I mean.
How manymoredevelopers have to point out how bloated we’ve made the web with our frameworks, tracking scripts, and other 3rd party solutions before we take things seriously? We’ve been banging on about this for ages. It’s like a plague!
And as Bridget goes on to say, it’s especially important at this unusual time, with many people confined to home and using the Internet to try to get accurate and up-to-date information and resources (and sometimes overwhelming major websites), that performance, accessibility, and availability matters most.
There’ll be many lessons to learn from the coronavirus crisis. But these lessons aren’t just related to healthcare, or work, or supermarket logistics. No field will be left untouched. And one of the things that I hope my field learns, when this is over, is the importance of things working even when things get tough. Test the sad paths, test your site under heavy load, test your site with the CDNs simulated “down”, and develop accordingly. Because this isn’t the worst kind of crisis we could face, and we have to be ready for the worse ones that could come.
I walked the dog, bought myself a wax jacket from a local garden centre – so I could feel more ‘Country’ – and in the late afternoon my boss called me to say… you’re fired.
So begins Robin‘s latest blog (you may remember I’ve shared, talked about, and contributed to the success of his previous blogging adventure, 52 Reflect). This time around, it sort-of reads like a contemporaneously-written “what I did on my holidays” report, except that it’s pretty-much about the opposite of a holiday: it chronicles Robin’s adventures in the North of England during these strange times.
I’ve no doubt that this represents the start of another riotous series of posts and perhaps exactly what you need to lift your spirits in these trying times. A second chapter is already online.
Andrew provides an excellent summary of the current status of the coronavirus crisis with a focus on the endgame goals. As I watched this, his latest video, I kept writing half-finished comments about the deeper caveats of say vaccine development and the limitations of herd immunity if reinfection is possible… and right before I finished each, he answered them anyway. Sooo… I guess I have no comments. You should just go watch this.