Trust is key to successful distributed work

You can't successfully operate in a distributed/remote work model unless your organization is built on trust.

So many teams and companies are wrestling with questions around if and how to continue some version of distributed/remote work, now that public health concerns may not require it any longer.

Unfortunately, these conversations often focus on the mechanics of distributed work or in-person/distributed hybrid models: how many days per week, schedules, locations, finances, technology tools and more.

These are important considerations, but without a culture of trust to start, it's like choosing the color of a bicycle that has no wheels.

Managers and supervisors need to trust the people they manage and supervise. If you don’t trust that your people are there to do their best for the success of the organization, and to figure out a way of working that fits their needs and their role or team's needs, no amount of remote work tools or tips are going to help. If you don't empower and enable people to thrive in their work, and acknowledge them when they do, a distributed work model will lead to poor performance, isolation, resentment and worse. (Tip: this is also true in in-person work environments.)

Individual contributors who work together need to trust each other. If you don't trust that your co-worker is doing their best to balance the long-term interests of the organization and their role with their own health and wellness, no amount of communication tools or stand-up meetings is going to help. If you can't be gracious and generous with your co-workers around flexible scheduling, stepping away or taking time off when they need to, offering support and encouragement, and expecting all of that for yourself as well, then a distributed work model will bring out the worst in your professional interactions and relationships.

Is it okay to "trust but verify"? Is it okay to have systems of check-ins and measurement and reviews? Sure! But these should be built on the assumption that the people being verified, checked-in on, measured and reviewed are doing their best to fulfill the goals of their position in the context of everything else going on in the organization and in their personal lives. Instead of being about punishing or scolding, they should focus on offering guidance, direction, constructive feedback, support and encouragement — again, trusting that people are there to do their best work for the long run, and helping them get there.

What if you don't have that trust? What if the people in your organization assume the worst about each other's intentions? What if you can't possibly imagine letting a co-worker decide for themselves, in consultation with their team and stakeholders, what work environment, practices, schedule, tools and timelines make the most sense given everything you're trying to accomplish together? Then there's no way you're going to be able to thrive as a distributed team, or maybe at all, until that trust is repaired or rebuilt.

Can a team work effectively in a distributed model without trust? Sure, for a while. But it comes at the expense of mental health, job satisfaction, a sense of ownership, productivity and long-term engagement. The work will eventually suffer, the people will eventually suffer, things will break. This is not the way to build or grow an organization. (Tip: this is also true in in-person work environments.)

Successful distributed work requires trust. Without it, everything else may be a waste of time.

Disclaimers, notes and further reading:

  • No, I'm not saying that in-person organizations are inherently operating without trust. Nor am I saying that the proper alternative to distributed-without-trust is in-person-without-trust. So many in-person organizations have come to equate "at your desk looking busy" with "high performing hard worker" and we need to unlearn those unhealthy models about what trust in the workplace looks like.
  • If the people you've hired don't seem trustworthy, then you may have hired the wrong people, but it's more likely that you or someone else set a bad example that everyone else is just following. Figuring out what can be salvaged is hard work, but it's essential. Abbie Moore has a great article on how to get started rebuilding trust.
  • One way you can build trust is by frequently delegating reversible and/or inconsequential decisions.
  • I personally don't think hybrid models — some people colocated in an office, some people remote — work well or are sustainable.
  • Power works differently in a distributed organization. Lean in to those differences.
  • You can't have real trust without transparency. Default to having everything happen out in the open, including how you make decisions, handle conflicts, learn from mistakes, document progress. If it's not uncomfortable, you're probably not being open enough.

Photo by Belinda Fewings

Does your organization need help figuring out remote work?

If your business or organization has been struggling through the unexpected shift to emergency remote/distributed work, and now wants to step back and build a distributed work culture that actually thrives, I'd like to help.

How does accountability and management happen in a remote workplace? How do we avoid Zoom meeting burnout? What does a productive home office setup look like? What cultural shifts are needed? What collaboration tools and software might be most helpful? How do we make decisions quickly when we're not in the same place?

If your leadership is asking these or similar questions, I can help you find some answers.

There are now a ton of great articles, podcasts, interviews and other resources out there about the mechanics of remote work. For some organizational leaders, that might be enough to get you started. For others, you may benefit from a collaborative, customized process to look at your particular organizational culture and structure, and develop a plan for shifting into sustainable distributed/remote work.

So I'm beginning to offer just that as a paid consulting service. Through conversations, workshops, assessments and other forms of engagement, I'm helping organizations move past the emergency reaction phase and into a long-term distributed/remote work setup that works for everyone.

Visit Distributed.Coach To Learn More

I'm passionate about the benefits — to individuals, organizations and society as a whole — of the distributed work model. I also enjoy helping organizations think about and plan for change. I've built and led fully distributed teams, and I've also built and led organizations where everyone came in to the same office to work together. I’ve seen both models up close, and I know from experience what works and what doesn’t. Especially as the implications of COVID-19 have forced so many organizations to rethink their operations, but even prior to that, I have wanted to contribute to this global shift in how we work.

If you are a part of an organization that would benefit from my expertise, or know someone who is, learn more and get in touch at Distributed.Coach.

Air travel and the carbon footprint of distributed work

In touting the benefits of distributed models of work, which I do often, there's a temptation to make the point that not having an office building and the energy-intensive practices that go with it (commuting, for example) must translate to a lower overall carbon footprint for distributed organizations.

While I think a lower carbon footprint is a possible benefit of distributed work, and one very much worth pursuing, it should not be taken as a given.

In fact, my experiences with distributed work (and in the tech world particularly) indicate that there are many, many energy-intensive practices to be considered, including:

  • The energy required to light, heat and cool residences with home offices that might otherwise go unoccupied during the day. I imagine temperature control in cavernous co-working spaces is also energy-intensive.
  • The computing power, equipment and energy usage at the growing number of data centers that support the many online services created and used by distributed workers (from collaborative office suites to audio/videoconferencing tools to Slack-bot cottage industry startups and more).
  • Any additional tendencies for distributed workers to have supplies and equipment shipped to them individually on a regular basis, compared to bulk buying or centralized shipping to an office. (Amazon next-day delivery is killing people.)
  • The materials, production processes and energy usage of laptops, phones and other devices that facilitate working from anywhere. Yes, there might be similar energy usage in an office environment, but whereas a physically central org might have an IT staff to repair/refurbish those items, with distributed that all mostly happens via shipping and may be less likely to facilitate re-using and recycling older devices.
  • Air travel and related energy usage to enable in-person meetups of distributed workers.

The last one feels important to dwell on for a moment.

Aircraft usage and flying account for a growing percentage of the climate change impact of human activity, some estimate 4 to 9 percent. "Take one round-trip flight between New York and California, and you’ve generated about 20 percent of the greenhouse gases that your car emits over an entire year," says the New York Times, citing the EPA.

So from an energy usage perspective, "I don't commute to an office anymore" starts to feel like a bit less to celebrate if at the same time one is flying around to meetups or conferences several times per year instead. More so if your office might have been a reasonable walk or bike ride away.

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Building momentum for your distributed work day

Imagine that you are about to go on stage to perform some amazing thing that you know how to do. You're waiting in the wings for your moment to shine, and you want to bring your very best to the experience.

But then also imagine that you spent the last several hours or even days in isolation. You haven't really talked to anyone or had much human interaction at all. No one has given you encouraging words or expressed excitement about what you're going to perform.

And then you find out that the time of your performance has not really been set or advertised. There will be an audience but they will be coming and going from the auditorium where you're performing, and they may or may not be paying attention to you. When you do the thing you're best at, someone may or may not notice. Oh and the stage is actually going to be a small, dark closet.

Now go out there and be awesome? Umm....

It's a silly scenario, but for some people who work in a distributed environment, especially one where a lot of collaboration happens asynchronously across individual schedules and time zones, this is what the beginning of our work day can feel like: quiet, slow, isolated.

In a traditional office setting where workers tend to arrive, collaborate and leave on roughly the same schedule, the energy and pace of work can come from the environment itself. But for distributed workers, even when there is actually a lot going on in the organization we're working with, it can be a challenge to build momentum at the start of our days. Sometimes the work itself is enough to generate that energy, but sometimes we need help getting into the right mental space for high productivity.

So how can you build that momentum if it's not coming from your physical work environment? Here are a couple of things that I've seen work well:

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Power in a distributed org

It's striking to see the differences in where power gathers in a distributed organization, compared to where that happens in a more traditional office setting.

When people come together in a physical space there is a lot of time and energy spent on appearance. The work isn't just about "what are we doing" but also "how do we look and how do people perceive us while we're doing what we do."

When people come together to work in a virtual/online space, the focus shifts.

In an office setting, I see power and influence gather around...

  • The person with the newest, coolest and/or most expensive clothing
  • The person with the larger corner office
  • The person with the most assistants
  • The person with the most impressive sounding title
  • The person with the closest parking space
  • The oldest, richest, whitest males
  • The person who's allowed to create or interrupt meetings
  • The person with the most impressive social and public-speaking skills
  • The person who uses their power to get what they want

In a distributed organization, I see power and influence gather around...

Continue reading "Power in a distributed org"