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Managing a Distributed Team
LEADING WITHOUT SEEING
@justlikeair #remotemgt
Hi, I’m Shane & I run a
 100% DISTRIBUTED
 company.	
  
(some people call them clients)
ACOUPLE OF OUR FRIENDS
www.shaneandpeter.com
CHALLENGES FOR DISTRIBUTEDTEAMS
•  Leadership
•  Accountability
•  Synchronicity
•  Trust
•  Culture
•  Isolation
•  Balance
1.  The Future of Teams 
2.  Building the Right team
3.  Rhythm
4.  Relationships
5.  Communication & Technology 
6.  Conclusion
DISTRIBUTEDTEAMS REQUIRE
AUNIQUEAPPROACH
The Future ofTeams
1. THE FUTURE OFTEAMS
A team of people using technology
to work on the same stuff from
different places.
DISTRIBUTED TEAM
Team Structures
Co-located
Co-located part time
Remote offices
Distributed w/
overlapping hours
Distributed w/
different hours
Increasing Distribution
50-FOOT RULE
Teams on separate floors (more than 50 feet apart)
actually talk less than a distributed team. 
Distance 
 
 
 
 
 
Probability of collaboration
Same corridor……………………………………. 10.3% 
Same floor………………………………………... 1.9%
Different floor……………………………………... 0.3%
Different building………………………………….. 0.4%
Study by Bell Labs & University of Arizona 1988
ADVANTAGES
•  Talent
•  Productivity
•  Diversity
•  Minimal infrastructure
•  Cost savings
•  Ecological
•  Work - life balance
•  Individual control
•  The future of work
•  Highly productive
•  Major benefits
•  Significant challenges
•  Calling all leaders
FUTURE OFTEAMS REVIEW
2. BUILDINGTHE RIGHTTEAMS
THE RIGHT PEOPLE
•  Talented
•  Happy
•  Helpful
•  Curious
•  Accountable
TALENTED
1)  Normal interviews often don’t work 
2)  Remote interviews certainly don’t
3)  Try before you buy
4) Hire slowly and fire quickly
PERSONALITYMATTERS MORETHANTALENT
When it comes to Distributed Teams:
HAPPY
HAPPY
HELPFUL
HELPFUL
CURIOUS
CURIOUS
ACCOUNTABLE
get multiple contracts
Not everyone is going to be the perfect fit
* In 2010, we tried 43 contractors of which 15 have multiple contracts (good year)
1 OUT OF 3*
•  Failures are inevitable, plan for them
•  Try before you buy
•  Figure out YOUR culture
•  S&P’s: Happy, Helpful, Curious, 
•  Accountable
THE RIGHT TEAM REVIEW
Can anyone succeed as a valuable member of
distributed team with the right training and support?
Do people have specific predispositions that make
them more likely to succeed? 
CHALLENGEBreak	
  into	
  groups	
  and	
  discuss	
  the	
  following	
  ques6on:	
  
3. THE RHYTHM: OFFER CONSISTENCY
I can predict the long-term outcome of
your success if you show me your daily
habits.
John Maxwell
“
How do I win?If your team can’t answer this right off the bat, stop what you are doing.
You are about to loose a lot more money.
•  What’s next?
•  Why, who, how and when
•  Why more Is less
AREYOU MANAGINGTHE QUEUE?
•  What did you do last?
•  What will you do next?
•  What is in your way?
•  Do you need a meeting?
We	
  call	
  it	
  a	
  “Scrum”	
  
THE REGULAR STANDUP: SCRUM
Everything has an
Just because you asked for help or for
someone else to collaborate does not relinquish
accountability. It is yours until it is done.
OWNER
Clear Feedback is Not Optional
The only true measure of feedback quality: WTFs / Minute
Adapted froman OSNews.com comic
MEASURE PERFOMANCE NOT HOURS
We should focus on what people get done,
not how many hours or days worked. Just as
we don't have a nine-to-five day policy, we
don't need a vacation policy.
From the Netflix “Reference Guide on our Freedom & Responsibility Culture”
“
Flex time
is contingent on availability
within communication patterns.
OPEN DOOR
OFFICE HOURS
It’s your call, just be available
OR
Help your team with scheduling. Even our PMs need this.
It’s not out of sight
if it’s in your calendar!
Every time I break rhythm
MYTEAM LOSES DAYS.
Rhythm Review
•  Create regular habits
•  Make sure everyone knows how to win
•  Manage the queue artfully
•  Run a regular standup meeting
•  Everything has an owner
•  Provide clear and explicit feedback
•  Figure out a consistent communication pattern
•  Measure performance not time
•  Help people with their time management
•  Respect personal load and priorities
A couple times a year, one of our highest performers
will simply vanish mid-sprint. No explanations, no
warnings, no call-backs. 98% of the time we can
count of him, but those time he disappears are
painful. The cause is burnout. How do you monitor
your distributed team’s mental health? How is it
different with a remote worker? 
CHALLENGEBreak	
  into	
  groups	
  and	
  discuss	
  the	
  following	
  ques6on:	
  
4. RELATIONSHIPS INTHEVOID
Hello?	
  
Anyone	
  there?	
  
LOVE
Where is the
?
BEARTFULLY
It is the natural state of things to be disconnected
from a distance. It takes additional effort to create
camaraderie through commonality.
INTRUSIVE
D	
   I	
  
S	
  C	
  
Outgoing	
  
Reserved	
  
Task	
   People	
  
Dominant	
  
Driving	
  
Do’er	
  
Inspiring	
  
InteracDve	
  
InteresDng	
  
SupporDve	
  
Stable	
  
SensiDve	
  
ConscienDous	
  
Competent	
  
Careful	
  
SocialHR does it when hiring, shouldn’t you?
Online“Water Cooler”: life.shaneandpeter.com
Dear	
  Bullies,	
  You	
  made	
  me	
  cry	
   Painted	
  Pelicans	
  on	
  My	
  SurKoard	
  
Ladybug	
  Family	
  on	
  Halloween	
   New	
  Floors!!	
  
Brandon	
  &	
  Alaire’s	
  Puppy	
  
Serenity	
  Walks	
  on	
  Her	
  Own!	
  
Dan	
   Peter	
   Brandon	
  
Shane	
   Reid	
   Shane	
  
CO-WORKING:ALONETOGTHER
COMINGTOGETHER Meeting people builds trust
S&P Trip: Panama 2010
HIT SOME HOME RUNS
Motivation & trust comes
from hitting home runs. 
You pitch to hit their bat.
©	
  Ed	
  Yourdon	
  via	
  flickr	
  
WAIT FOR ME!
It is incredibly easy to become disconnected. As a
leader, you might want to pause and see if anyone
is following you. Ask your team “How can I be a
better manager”?
I’m your leader!
6TH SENSE Working with people you can’t see is like surfing in the dark.
Relationship Review
•  Be open, honest and nosy
•  Pay attention to personality
•  Hit home runs
•  Engage using social media
•  Create online social spaces
•  Check out Co-Working
•  You can’t replace face to face
•  Intuition & self reflection
CHALLENGE
What are good ways to reward remote workers? 
I want to give a small reward to my developer for accomplishing
a goal, such as taking them to lunch. However, we are a remote
team, so I cannot take them to lunch. Yet, it seems like just
sending them a gift card or something doesn't convey the same
sense of gratitude. In other words, it isn't about the money...it's
the thought that counts. ”
“
Question from Quora: http://b.qr.ae/eWqvEg
Break	
  into	
  groups	
  and	
  discuss	
  the	
  following	
  ques6on:	
  
5. COMMUNICATION &TECHNOLOGY
THE PROBLEMS FOR WHICH WE USE TOOLS
•  Communication
•  Community
•  Meetings
•  Track Work / Accountability
•  Knowledge Tracking
•  Source Control
•  Collaboration
SYNCHRONOUS vsASYNCHRONOUS
COMMUNAL vs PRIVATE
Avdi Grimm, Wide Teams
The more universally captured, visible,
and searchable communication mediums
you use, the better.
“
Your systems should fit into a user’s habitual
workflow. The less they have to change, the
higher the rate of adoption.
WORK COMFORTABLY
Adium
One Duck to rule them all
WORK COMFORTABLY
Email	
   RSS	
   Web	
   API	
   Mobile	
  
Get your tasks & comments in any way you like
WORK COMFORTABLY
One-on-One Meetings
Group Meetings
•  Conference call : iPhone & freeconferencecall.com
•  Conference suites : Go to Meeting, Adobe Connect
•  Group chat : Campfire / ICQ / Skype
GROUP MEETINGS
Getting an idea across
•  Files & screen shots : CloudApp
•  Doodles and notes : Skitch
•  Screen-casts and audio : Jing
•  Screen sharing : Team Viewer, Skype, iChat, join.me
•  Code : Jsfiddle, Pastebin
Group MeetingsGETTING THE IDEAACROSS
EMAIL:TOOL OF LAST RESORT
•  Not transparent
•  Not accountable
ASSET MANAGEMENT
What happens when you can’t get a
hold of a file from a key person?
BAD
Source	
  
GOOD
You	
  
Team	
  
Team	
  
Team	
  
You	
  
Team	
  
Team	
  
Team	
  
Team	
  
Control the Source
•  Dropbox
•  SVN / GIT 
 

•  Shared drives
•  Google Docs, Open Office
•  Documentation (Wikis)
CONTROLTHE SOURCE
Try things
•  Be agile with your systems
•  Have reviews and elicit feedback from your
whole team.
•  Ask people: “What do you know about our
team & tools that I don’t see?”
Synchronize your watchesControl the SourceTRYTHINGS
S&PTools Chest
•  Be agile with your systems
•  Synchronous vs asynchronous
•  Work comfortably
•  Email is the last option
•  Control the source
•  Collaboration is easy with the right tools
•  Review for feedback
Technology Review
PEOPLE
PATTERNSCOMMUNICATION
6. CONCLUSION
If you ask most people, they love the idea of
working from home, and would gladly leave your
company for the opportunity.
This is not a fad
Be On Scope, Budget & Time
No matter where you work from
Find the Right PeopleTo accomplish your goals while having a great time!
Set them up to winProvide the information, support and consistency they will
need to succeed fabulously.
Bring people togetherThe art of management is in transforming a group into a team.
Use the toolsand find the ones you are missing.
And in the famous words of Bobby McFerrin
Don’t Worry, Be Happy
@justlikeair shanepearlman.com

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Leading Without Seeing: managing distributed teams

  • 1. Managing a Distributed Team LEADING WITHOUT SEEING @justlikeair #remotemgt
  • 2. Hi, I’m Shane & I run a 100% DISTRIBUTED company.  
  • 3. (some people call them clients) ACOUPLE OF OUR FRIENDS www.shaneandpeter.com
  • 4. CHALLENGES FOR DISTRIBUTEDTEAMS •  Leadership •  Accountability •  Synchronicity •  Trust •  Culture •  Isolation •  Balance
  • 5. 1.  The Future of Teams 2.  Building the Right team 3.  Rhythm 4.  Relationships 5.  Communication & Technology 6.  Conclusion DISTRIBUTEDTEAMS REQUIRE AUNIQUEAPPROACH
  • 6. The Future ofTeams 1. THE FUTURE OFTEAMS
  • 7. A team of people using technology to work on the same stuff from different places. DISTRIBUTED TEAM
  • 8. Team Structures Co-located Co-located part time Remote offices Distributed w/ overlapping hours Distributed w/ different hours Increasing Distribution
  • 9. 50-FOOT RULE Teams on separate floors (more than 50 feet apart) actually talk less than a distributed team. Distance Probability of collaboration Same corridor……………………………………. 10.3% Same floor………………………………………... 1.9% Different floor……………………………………... 0.3% Different building………………………………….. 0.4% Study by Bell Labs & University of Arizona 1988
  • 10. ADVANTAGES •  Talent •  Productivity •  Diversity •  Minimal infrastructure •  Cost savings •  Ecological •  Work - life balance •  Individual control
  • 11. •  The future of work •  Highly productive •  Major benefits •  Significant challenges •  Calling all leaders FUTURE OFTEAMS REVIEW
  • 13. THE RIGHT PEOPLE •  Talented •  Happy •  Helpful •  Curious •  Accountable
  • 14. TALENTED 1)  Normal interviews often don’t work 2)  Remote interviews certainly don’t 3)  Try before you buy 4) Hire slowly and fire quickly
  • 15. PERSONALITYMATTERS MORETHANTALENT When it comes to Distributed Teams:
  • 20. get multiple contracts Not everyone is going to be the perfect fit * In 2010, we tried 43 contractors of which 15 have multiple contracts (good year) 1 OUT OF 3*
  • 21. •  Failures are inevitable, plan for them •  Try before you buy •  Figure out YOUR culture •  S&P’s: Happy, Helpful, Curious, •  Accountable THE RIGHT TEAM REVIEW
  • 22. Can anyone succeed as a valuable member of distributed team with the right training and support? Do people have specific predispositions that make them more likely to succeed? CHALLENGEBreak  into  groups  and  discuss  the  following  ques6on:  
  • 23. 3. THE RHYTHM: OFFER CONSISTENCY
  • 24. I can predict the long-term outcome of your success if you show me your daily habits. John Maxwell “
  • 25. How do I win?If your team can’t answer this right off the bat, stop what you are doing. You are about to loose a lot more money.
  • 26. •  What’s next? •  Why, who, how and when •  Why more Is less AREYOU MANAGINGTHE QUEUE?
  • 27. •  What did you do last? •  What will you do next? •  What is in your way? •  Do you need a meeting? We  call  it  a  “Scrum”   THE REGULAR STANDUP: SCRUM
  • 28. Everything has an Just because you asked for help or for someone else to collaborate does not relinquish accountability. It is yours until it is done. OWNER
  • 29. Clear Feedback is Not Optional The only true measure of feedback quality: WTFs / Minute Adapted froman OSNews.com comic
  • 30. MEASURE PERFOMANCE NOT HOURS We should focus on what people get done, not how many hours or days worked. Just as we don't have a nine-to-five day policy, we don't need a vacation policy. From the Netflix “Reference Guide on our Freedom & Responsibility Culture” “
  • 31. Flex time is contingent on availability within communication patterns.
  • 32. OPEN DOOR OFFICE HOURS It’s your call, just be available OR
  • 33. Help your team with scheduling. Even our PMs need this. It’s not out of sight if it’s in your calendar!
  • 34. Every time I break rhythm MYTEAM LOSES DAYS.
  • 35. Rhythm Review •  Create regular habits •  Make sure everyone knows how to win •  Manage the queue artfully •  Run a regular standup meeting •  Everything has an owner •  Provide clear and explicit feedback •  Figure out a consistent communication pattern •  Measure performance not time •  Help people with their time management •  Respect personal load and priorities
  • 36. A couple times a year, one of our highest performers will simply vanish mid-sprint. No explanations, no warnings, no call-backs. 98% of the time we can count of him, but those time he disappears are painful. The cause is burnout. How do you monitor your distributed team’s mental health? How is it different with a remote worker? CHALLENGEBreak  into  groups  and  discuss  the  following  ques6on:  
  • 37. 4. RELATIONSHIPS INTHEVOID Hello?   Anyone  there?  
  • 39. BEARTFULLY It is the natural state of things to be disconnected from a distance. It takes additional effort to create camaraderie through commonality. INTRUSIVE
  • 40. D   I   S  C   Outgoing   Reserved   Task   People   Dominant   Driving   Do’er   Inspiring   InteracDve   InteresDng   SupporDve   Stable   SensiDve   ConscienDous   Competent   Careful  
  • 41. SocialHR does it when hiring, shouldn’t you?
  • 42. Online“Water Cooler”: life.shaneandpeter.com Dear  Bullies,  You  made  me  cry   Painted  Pelicans  on  My  SurKoard   Ladybug  Family  on  Halloween   New  Floors!!   Brandon  &  Alaire’s  Puppy   Serenity  Walks  on  Her  Own!   Dan   Peter   Brandon   Shane   Reid   Shane  
  • 44. COMINGTOGETHER Meeting people builds trust S&P Trip: Panama 2010
  • 45. HIT SOME HOME RUNS Motivation & trust comes from hitting home runs. You pitch to hit their bat. ©  Ed  Yourdon  via  flickr  
  • 46. WAIT FOR ME! It is incredibly easy to become disconnected. As a leader, you might want to pause and see if anyone is following you. Ask your team “How can I be a better manager”? I’m your leader!
  • 47. 6TH SENSE Working with people you can’t see is like surfing in the dark.
  • 48. Relationship Review •  Be open, honest and nosy •  Pay attention to personality •  Hit home runs •  Engage using social media •  Create online social spaces •  Check out Co-Working •  You can’t replace face to face •  Intuition & self reflection
  • 49. CHALLENGE What are good ways to reward remote workers? I want to give a small reward to my developer for accomplishing a goal, such as taking them to lunch. However, we are a remote team, so I cannot take them to lunch. Yet, it seems like just sending them a gift card or something doesn't convey the same sense of gratitude. In other words, it isn't about the money...it's the thought that counts. ” “ Question from Quora: http://b.qr.ae/eWqvEg Break  into  groups  and  discuss  the  following  ques6on:  
  • 51. THE PROBLEMS FOR WHICH WE USE TOOLS •  Communication •  Community •  Meetings •  Track Work / Accountability •  Knowledge Tracking •  Source Control •  Collaboration
  • 54. Avdi Grimm, Wide Teams The more universally captured, visible, and searchable communication mediums you use, the better. “
  • 55. Your systems should fit into a user’s habitual workflow. The less they have to change, the higher the rate of adoption. WORK COMFORTABLY
  • 56. Adium One Duck to rule them all WORK COMFORTABLY
  • 57. Email   RSS   Web   API   Mobile   Get your tasks & comments in any way you like WORK COMFORTABLY
  • 59. Group Meetings •  Conference call : iPhone & freeconferencecall.com •  Conference suites : Go to Meeting, Adobe Connect •  Group chat : Campfire / ICQ / Skype GROUP MEETINGS
  • 60. Getting an idea across •  Files & screen shots : CloudApp •  Doodles and notes : Skitch •  Screen-casts and audio : Jing •  Screen sharing : Team Viewer, Skype, iChat, join.me •  Code : Jsfiddle, Pastebin Group MeetingsGETTING THE IDEAACROSS
  • 61. EMAIL:TOOL OF LAST RESORT •  Not transparent •  Not accountable
  • 62. ASSET MANAGEMENT What happens when you can’t get a hold of a file from a key person?
  • 63. BAD Source   GOOD You   Team   Team   Team   You   Team   Team   Team   Team  
  • 64. Control the Source •  Dropbox •  SVN / GIT •  Shared drives •  Google Docs, Open Office •  Documentation (Wikis) CONTROLTHE SOURCE
  • 65. Try things •  Be agile with your systems •  Have reviews and elicit feedback from your whole team. •  Ask people: “What do you know about our team & tools that I don’t see?” Synchronize your watchesControl the SourceTRYTHINGS
  • 67. •  Be agile with your systems •  Synchronous vs asynchronous •  Work comfortably •  Email is the last option •  Control the source •  Collaboration is easy with the right tools •  Review for feedback Technology Review
  • 69. If you ask most people, they love the idea of working from home, and would gladly leave your company for the opportunity. This is not a fad
  • 70. Be On Scope, Budget & Time No matter where you work from
  • 71. Find the Right PeopleTo accomplish your goals while having a great time!
  • 72. Set them up to winProvide the information, support and consistency they will need to succeed fabulously.
  • 73. Bring people togetherThe art of management is in transforming a group into a team.
  • 74. Use the toolsand find the ones you are missing.
  • 75. And in the famous words of Bobby McFerrin Don’t Worry, Be Happy