This document outlines a company's transition to fully distributed work and the principles they have established to guide this transition. It discusses how the company started with two founders in 2010 and grew to around 50 employees working from a shared office by 2020. In March 2020, they transitioned to fully remote work due to the COVID-19 pandemic and found it worked so well they decided to become a distributed company. It then outlines six guiding principles for distributed work, including prioritizing communication, documenting everything, engagement over presence, bias toward action, being kind, and sharing information. It also lists five core company values and provides "unwritten rules" for the distributed work environment.
Stratasan's #DISTRIBUTED: Part Story. Part Manifesto.Stratasan
The document describes the transition of a company called Stratasan from an in-office workforce to a fully distributed or remote workforce due to the COVID-19 pandemic in 2020. It discusses how well remote work was going that they decided to make it permanent and rebrand it as "distributed" work. It then outlines some of the challenges of distributed work and principles they have adopted to guide their new distributed organizational culture, including emphasizing communication, documentation, engagement over presence, bias toward action, and prioritizing human relationships.
The document discusses several contrasts between traditional corporate structures and more modern, flexible approaches. It addresses topics such as hierarchical vs flattened organizations, fixed vs flexible work hours, hoarded vs shared information, command-and-control vs empowering leadership, on-premise vs cloud technology, email vs newer communication tools, and corporate ladders vs creating one's own purpose. For each topic, the document provides the author's perspective based on experiences leading organizations, generally recommending more modern, flexible approaches when implemented carefully with proper communication and assessment of employees.
BIFM North Region: Smarter Workplaces Seminar, April 2018Whitbags
Seminar at Manchester Central on 18 April 2018, discussing smarter workplaces and the proposed changes to BIFM, with Ian Ellison, Mark Catchlove and Steve Roots
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
A look at the underlying ethos of collaboration, and a series of strategies and approaches to encourage the development of collaborative human behaviours.
Every company has a way of doing things. Once a new Xpeople joins our company we offer them a piece of advice. "Unlearn everything you know, let go. Welcome to the Future of Work"
We are Curious, Brave, Humble, we open our Big heart and mind and we really have an Xfactor. We don´t just believe in these traits and values, WE BET ON THEM.
We recruit, reward and release Xpeople based on these values.
Pop Inc. is a company that aims to support creators by giving them tools to monetize their work across different creative outlets. Their mission is to fulfill their responsibility of ensuring creators are getting paid. They outlined their core behaviors which are Creatives First, Over Serve, Learn Fast, Open Communication, and Respect Time. These behaviors are important for building their culture and individual adherence to them leads to more ownership and responsibility. They operate in a transparent way and share key information publicly so everyone has context to make good decisions. They also strive to build an inclusive and diverse team to best serve the diverse community of creators. They are mindful of spending and only invest in things crucial for success while not impacting employee happiness. Their
Stratasan's #DISTRIBUTED: Part Story. Part Manifesto.Stratasan
The document describes the transition of a company called Stratasan from an in-office workforce to a fully distributed or remote workforce due to the COVID-19 pandemic in 2020. It discusses how well remote work was going that they decided to make it permanent and rebrand it as "distributed" work. It then outlines some of the challenges of distributed work and principles they have adopted to guide their new distributed organizational culture, including emphasizing communication, documentation, engagement over presence, bias toward action, and prioritizing human relationships.
The document discusses several contrasts between traditional corporate structures and more modern, flexible approaches. It addresses topics such as hierarchical vs flattened organizations, fixed vs flexible work hours, hoarded vs shared information, command-and-control vs empowering leadership, on-premise vs cloud technology, email vs newer communication tools, and corporate ladders vs creating one's own purpose. For each topic, the document provides the author's perspective based on experiences leading organizations, generally recommending more modern, flexible approaches when implemented carefully with proper communication and assessment of employees.
BIFM North Region: Smarter Workplaces Seminar, April 2018Whitbags
Seminar at Manchester Central on 18 April 2018, discussing smarter workplaces and the proposed changes to BIFM, with Ian Ellison, Mark Catchlove and Steve Roots
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
A look at the underlying ethos of collaboration, and a series of strategies and approaches to encourage the development of collaborative human behaviours.
Every company has a way of doing things. Once a new Xpeople joins our company we offer them a piece of advice. "Unlearn everything you know, let go. Welcome to the Future of Work"
We are Curious, Brave, Humble, we open our Big heart and mind and we really have an Xfactor. We don´t just believe in these traits and values, WE BET ON THEM.
We recruit, reward and release Xpeople based on these values.
Pop Inc. is a company that aims to support creators by giving them tools to monetize their work across different creative outlets. Their mission is to fulfill their responsibility of ensuring creators are getting paid. They outlined their core behaviors which are Creatives First, Over Serve, Learn Fast, Open Communication, and Respect Time. These behaviors are important for building their culture and individual adherence to them leads to more ownership and responsibility. They operate in a transparent way and share key information publicly so everyone has context to make good decisions. They also strive to build an inclusive and diverse team to best serve the diverse community of creators. They are mindful of spending and only invest in things crucial for success while not impacting employee happiness. Their
The document provides an overview of Patreon's company culture. It discusses the company's mission of funding creators and creating a fulfilling workplace. It outlines 7 core behaviors including putting creators first, being an energy giver, candor, moving fast, seeking learning, respecting time, and fixing issues. It also covers expectations for transparency, manager roles in coaching teams, and a commitment to diversity and inclusion. The overall summary emphasizes Patreon's focus on creators and teammates through its cultural values and behaviors.
The document discusses social factors that influence collaboration behaviors and adoption of new technologies. It presents a model of four stages of user adoption: winning attention, cultivating basic concepts, enlivening applicability, and making it real. People care about making progress on meaningful work, developing skills and expertise, having autonomy and input, and trust. Whether and how much people share is influenced by what they care about and reasons like building reputation, job requirements, helping others, or creating opportunities. Improving collaboration requires understanding these human behaviors and small, repeated changes to culture over time by leaders setting examples of expanded sharing and cooperation.
This document discusses feedback and giving feedback within organizations. It notes that feedback is what people value most in agile work, according to a survey. Several exercises are presented to help participants understand how to give and receive feedback that enables growth. Metrics for success focus on developing shared understanding between teams and raising the credibility of feedback. The goal is for organizations to design interactions and culture to facilitate open and honest feedback.
Administrative Cohort Implementation Case Study 2021Lynn Walder
Kimberly Cotton implemented an Administrative Cohort, called the Leadership Support Team (LST), at her company Jack Henry & Associates. She was inspired by Lynn Walder's concept of an Admin Cohort model. The LST brings together administrative staff who support executive leadership. It aims to build relationships, share knowledge, align processes, and collaborate across the company. Kimberly introduced the concept in 2017 and has continued evolving the model. It has helped elevate administrative roles by giving them influence, recognition as change agents, and a platform to work together.
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This document provides an overview of the values and principles of Mindera, a technology company. It emphasizes that Mindera operates collaboratively with no hierarchy, and that all employees are responsible for the well-being of their team. Employees are encouraged to be authentic, think independently, and embrace change. Decisions are made through consultation rather than a top-down structure.
The workplace of the future is adapting to the demands of a worker who has always known collaborative technology, and physical location is no longer a barrier to connection. In this eBook, experts in employee engagement and workplace design discuss how all companies can create a more connected place, regardless of size or budget.
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This document discusses ways that understanding organizational behavior (OB) concepts can help managers address various challenges in the workplace. It identifies 11 key challenges that managers face today, such as globalization, managing workforce diversity, improving quality and productivity, and creating a positive work environment. Understanding OB topics like motivation, communication, leadership and managing change can aid managers in coping with these challenges and capitalizing on opportunities. The document also provides advice to a manager, John, on building trust with his team, communicating positively, and having high expectations of his staff to keep the work environment positive.
AES helps you believe in better. This presentation is part manifesto and part employee handbook. It’s about who we are, and what we aspire to become (and we continue to work hard to get there).
People can work together while living in different realities because everyone interprets the world in their own way. Assumptions, misunderstandings, information gaps, behavioural habits, biases – these often sit under the radar, affecting performance, motivation, and delivery. We call it ‘The Fog’, and it makes progress difficult, frustrating, and slow.
This session is all about team alignment for effective delivery.
Timothy Gallwey’s acclaimed The Inner Game teaches four parts to the learning process:
awareness of what is
focus of attention
own choice (regarding own decisions)
trust in self and team.
This transfers to the letter when it comes to developing the Agile Mindset and I specialize in helping teams with the first step. In this session, you'll learn about the research behind team alignment, you'll find out a structured team alignment process works, and you'll see results through a case study with Samsung.
We will workshop a few areas around 'perception differences' and I also offer a free Take the Team Test online tool to assess your team's behavioral and cognitive alignment. Anyone attending this session is invited to take the test in advance and share your experiences of it in this interactive session.
More details:
https://confengine.com/agile-india-2019/proposal/8017/take-the-team-test-and-clear-the-fog
Conference link: https://2019.agileindia.org
FLOWN helps people work more creatively and productively by enabling deep work. Their vision is for work spaces that allow people to do their best work while being their best selves. Their mission is to help 100,000 people adopt deep work principles like focused work sessions, getting away from distractions, and maintaining self-care, by 2023. FLOWN provides places and tools to embed these principles no matter where people work.
The document describes the founding of Thread by Kieran O'Neill and his co-founders. They had previously sold a successful company and were discussing their next venture over beers. They realized they were most fulfilled by working on ambitious problems with excellent teammates who shared their values. This inspired them to start Thread, focusing on an ambitious mission to reshape the clothing industry using stylists and AI, building an incredible team through rigorous recruiting practices, and upholding values of impact and excellence.
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- What Impact Hub MSP is and its core values of radical inclusivity, respect, reciprocity, trust, collaboration, and authenticity.
- Definitions of key terms like coworking, communities of practice, and social enterprise.
- An overview of membership levels and benefits.
- Expectations of member hosts in welcoming people and facilitating connections.
- Distinctions between ownership and oversight in projects for work trade members.
- Minimum expectations for work trade members around values, check-ins, time management, and logging hours.
- Next steps for new members in getting oriented like
Term Paper Introduction Help - How To Write An IBarbara Taylor
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The document outlines the mission, vision, culture and values of PandaDoc, a software company that helps sales teams. It discusses:
1) The founders' reasons for starting the company were to learn, make a positive impact, and have fun while delivering value to customers and communities.
2) The company's vision is to build software that helps sales teams look great, save time and close more deals through an efficient document process.
3) The company culture values people who are direct, team players, independent, data-driven, humble, scrappy, resilient and maintain a work-life balance. It also values transparency, ownership and keeping work simple.
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Kimberly Cotton implemented an Administrative Cohort, called the Leadership Support Team (LST), at her company Jack Henry & Associates. She was inspired by Lynn Walder's concept of an Admin Cohort model. The LST brings together administrative staff who support executive leadership. It aims to build relationships, share knowledge, align processes, and collaborate across the company. Kimberly introduced the concept in 2017 and has continued evolving the model. It has helped elevate administrative roles by giving them influence, recognition as change agents, and a platform to work together.
This document contains the key speech given by Ove Arup to the partners of his engineering firm in 1970. In the speech, he outlines the core aims and principles of the firm, which include striving for quality work, total architecture, a humane organization, honest dealings, social usefulness, and reasonable prosperity for members. He argues these aims are important for binding the globally dispersed firm together and giving it a higher purpose beyond just making money. While the specific goals may evolve over time, the core principles of pursuing excellence, treating people well, and having a positive social impact should continue guiding the organization.
This document discusses fostering collaboration across cultures. It notes that as the world becomes more connected, we interact with people unlike us every day without realizing it. Diverse teams that bring together multiple cultures are often the most successful. As leaders, fostering a workplace where collaboration across cultures is common rather than exceptional is both exhilarating and a great responsibility. It provides tips for both leaders and team members to facilitate effective cross-cultural collaboration, including expecting tension but making it productive, setting clear goals, avoiding unnecessary jargon, and being respectful, constructive, and willing to adjust approaches.
This document provides an overview of the values and principles of Mindera, a technology company. It emphasizes that Mindera operates collaboratively with no hierarchy, and that all employees are responsible for the well-being of their team. Employees are encouraged to be authentic, think independently, and embrace change. Decisions are made through consultation rather than a top-down structure.
The workplace of the future is adapting to the demands of a worker who has always known collaborative technology, and physical location is no longer a barrier to connection. In this eBook, experts in employee engagement and workplace design discuss how all companies can create a more connected place, regardless of size or budget.
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At Sonos, we are focused on intentional flexibility as the cornerstone of how we work. Intention, as in being deliberate, planned, focused, and purposeful. And flexible in recognition that we are all unique with different needs and preferences, and with continually changing circumstances — and that it is precisely this diversity that makes us better. Like our products, our culture is connected, which means it works best when we intentionally think about how we do our best work individually and collectively.
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This document discusses ways that understanding organizational behavior (OB) concepts can help managers address various challenges in the workplace. It identifies 11 key challenges that managers face today, such as globalization, managing workforce diversity, improving quality and productivity, and creating a positive work environment. Understanding OB topics like motivation, communication, leadership and managing change can aid managers in coping with these challenges and capitalizing on opportunities. The document also provides advice to a manager, John, on building trust with his team, communicating positively, and having high expectations of his staff to keep the work environment positive.
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awareness of what is
focus of attention
own choice (regarding own decisions)
trust in self and team.
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- An overview of membership levels and benefits.
- Expectations of member hosts in welcoming people and facilitating connections.
- Distinctions between ownership and oversight in projects for work trade members.
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
2. 2010 - Company was founded; two founders
working out of Entrepreneur Center.
Timeline |
3. 2011 - Stratasan initial funding.
Timeline |
2010 - Company was founded; two founders
working out of Entrepreneur Center.
4. 2011-2020 - Team grew to ~50 employees. We had
a downtown office that comfortably fit all but 3
employees, who worked in non-Nashville locations.
On workdays, everyone worked from the office.
Timeline |
2011 - Stratasan initial funding.
2010 - Company was founded; two founders
working out of Entrepreneur Center.
5. 2011-2020 - Team grew to ~50 employees. We had
a downtown office that comfortably fit all but 3
employees, who worked in non-Nashville locations.
On workdays, everyone worked from the office.
Timeline |
2011 - Stratasan initial funding.
2010 - Company was founded; two founders
working out of Entrepreneur Center.
except for parking!
6. March 11 2020 - WHO Declared COVID-19 a Pandemic
and we asked all employees to work remotely.
Timeline |
2011 - Stratasan initial funding.
2010 - Company was founded; two founders
working out of Entrepreneur Center.
2011-2020 - Team grew to ~50 employees. We had
a downtown office that comfortably fit all but 3
employees, who worked in non-Nashville locations.
On workdays, everyone worked from the office.
7. March 11, 2020 through today
We’re still working remotely.
11. Remote work is a discipline for the individual worker,
Distributed work is a discipline
for the entire organization.
(according to this Dropbox blog)
12. WHAT WE’LL COVER TODAY
1 | Guiding Principles for Distributed Work
2 | Revisit Our Core Values
3 | Our Culture and “Unwritten Rules”
13. As of Jan 2021,
we’ve grown to 68 Stratanauts.
14. Those Stratanauts are spread
among 17* different locations
around the US.
As of Jan 2021,
we’ve grown to 68 Stratanauts.
(*18 if you count the fact that Stephanie basically lives in Georgia)
19. Time zones
New hires
No watercooler chats!
Whiteboarding
Collaboration
Keeping connected
Building trust from afar
Virtual meeting overload
Software
Flex work space
Employee equipment
Flex hours
Going distributed means we have to
more critically consider things like
20. Time zones
New hires
No watercooler chats!
Whiteboarding
Collaboration
Keeping connected
Building trust from afar
Virtual meeting overload
Software
Flex work space
Employee equipment
Flex hours
Going distributed means we have to
more critically consider things like
21. To make this work,
we’ve got to change the way
we think.
22. Change the way we think about...
How we support each other
23. Change the way we think about...
How we support each other
How we communicate
24. Change the way we think about...
How we support each other
How we communicate
How we measure effectiveness
25. Change the way we think about...
How we support each other
How we communicate
How we measure effectiveness
How we celebrate wins
26. Change the way we think about...
How we support each other
How we communicate
How we measure effectiveness
How we celebrate wins
How we learn from mistakes
27. We can no longer get away with
doing things the way we’ve always done them.
~ because ~
distributed work creates an entirely new landscape
in which to conduct business.
29. It creates an opportunity
to innovate
to improve
to transform
and to learn.
30. We’ve come up with a few guiding principles
to help us adapt to this new way.
(As we all know, “We’ll figure it out” is a commonly used phrase around here. More on this later…)
31. Disclaimer: This is a work in progress.
We’re iterating and
learning as we go.
37. Mastering the art of asynchronous communication
allows for work to get done
efficiently
and
effectively
in an organization where people
aren’t physically together.
38. An emphasis on asynchronous communication
doesn’t mean we abandon
synchronous communication
(like meetings).
39. It simply means we see the value in both,
understand when one is appropriate over the other,
and manage our time accordingly.
40. We view meetings as massive opportunities.
Opportunities to
- Connect
- Discuss
- Unite
41. We view meetings as massive opportunities.
Opportunities to
- Connect
- Discuss
- Unite
Have breakthroughs.
43. Meetings should be agenda-driven
(sent in advance, along with
any pre-reading/viewing material).
Attendees READ and RESPOND to the pre-material.
44. We are committed to starting on time,
avoiding distractions,
staying on topic, and ending on time.
45. Recurring meetings have their place.
We are critical of each one, challenging ourselves
to ensure they’re valuable and a good use
of our (valuable) time.
47. And also:
“Is this the right amount of time for this meeting?”
“Is this the right attendee list?”
“Is the goal of the meeting clear?”
“Is this the right cadence?”.
52. Documentation prevents the toxic cycle of
touch points intending to "bring people up to speed."
Documentation holds us accountable
to both a higher quality of work and to each other.
53. In a distributed work environment,
documentation is a competitive advantage.
1
57. A great method for
documentation is an RFC.
What’s an RFC?
It’s a “Request for Comment.”
But it’s worth it.
58. Request for Comment is a method
of documentation that serves as
a way to communicate proposals,
gather feedback, and plan
a course of action.
59. We like the concept of RFCs so much,
We wrote an RFC
about RFCs!
If you haven't written your first
one yet - talk to your manager
about starting one!
60. Not to mention,
in a distributed environment,
communicating through writing is inherently
inclusive and considerate.
61. When reading
(and when writing), it’s best to
assume positive intent
We love this one so much → it was brought back as a core value by popular demand.
Thanks, Cody (and a few others)!
69. We believe that, if you care about your work,
you will do what it takes to do it well.
70. Being in a positive work environment
+
caring about your work
allows you to
bring your whole self to work.
Here’s a little formula
we believe to be true:
82. In a distributed world,
relationship building doesn’t happen
as organically as when
people share a physical space.
We have to deliberately build relationships
with those we work with.
83. That doesn’t just mean collaborating
about work-related projects.
It’s means getting to know the person.
85. It’ll look a little different from
the watercooler chat of days past…
but it’s just as rewarding.
86. People put forth their best when they
are doing it for each other.
(Especially when things are hard.
And, when you’re doing meaningful work,
they often are.)
87. We recognize that the
differences among us
are what make us great.
We haven't mastered this yet -
but are working on it.
88. At Stratasan, we see and value everyone
as a whole person.
… me again
We encourage each
other to be human
and be kind.
97. Our core values
unite our team and hold us accountable.
They are the fabric of who we are.
98. Our Success
Is My Success.
1
Core Value
This one's first because it's critical to our
success and is our only non-negotiable.
99. We have a team of awesome contributors,
and we recognize that nothing great is done alone.
It’s the collective, the sum of the parts,
that makes us who we are.
100. We are quick to give praise
and slow to take credit.
101. We support one another,
appreciate and recognize the contribution of others,
and
strive for the success of the team.
103. Back when we
were in the office,
this metaphor made
a bit more sense.
Now that we’re
remote … most of
us make our own
damn coffee (or tea).
104. We help where help is needed.
Whether we’re asked to pitch in on
an important call, run a meeting at the
last minute, run a report to help out
a team member….
everybody does what’s necessary
to keep the engine running.
Anyway…
108. We believe it’s important to start
from the assumption that
People are Good
and that their intentions are positive.
109. Distributed work leaves lots of space
for assumptions.
We give people the benefit of the doubt.
(This goes for colleagues, customers, vendors, etc).
110. We assume people
coming from a good place
and exercise empathy.
We believe this builds stronger
and more trusting relationships.
116. We may not immediately have the answer
to a question or a solution to a problem,
but we’re always committed to finding one.
117. We believe most challenges are great opportunities
to consciously show up with a resourceful attitude,
brainstorm,
and consider the best course of action.
119. No matter how tough the challenge,
we’ll figure it out.
Yes!
120. Staying true to our 2nd guiding principle
(document everything),
here are our written “unwritten rules”
of distributed work.
121. To step away from your computer and take a break
from the always-on environment,
IT’S OK
to actively solicit feedback,
to ask for help from others,
to take vacation.
122. To take breaks,
if your cat/kid/spouse joins a video call,
IT’S OK
to block or adjust your calendar for “think time,”
personal time, other things that need your attention,
to ask management to fix it.
123. To accept help from others,
to ask for patience,
to use chat instead of voice during a video call,
to take a walk during a call,
to ask why, and why not of anyone.
IT’S OK
124. IN SUMMARY
Our Guiding Principles for going #DISTRIBUTED
1 | Communication is King (and Queen)
2 | Document Everything
3 | Engagement Over Presence
4 | Bias Toward Action
5 | Be Kind
6 | Share Information
125. IN SUMMARY
Our CORE VALUES
1 | Our Success is My Success
2 | Everyone Makes the Coffee
3 | Assume Positive Intent
4 | Honest Conversations Make Us Stronger
5 | We’ll Figure It Out
126. We hustle. We trust one another, have fun together, and put the team first.
We are Stratasan.