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Second draft of the remote-managing-engineers post
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@ -6,41 +6,50 @@ draft = true
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tags = [
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"teams",
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"management",
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"remote"
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"remote",
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"work",
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"covid19",
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]
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+++
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# If engineering management is hard try doing it remotely
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# I'm a Remote Manager now
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**If engineering management is hard try doing it remotely**
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I'm one of those people who enjoys working from home. I'm just introverted
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enough and have enough focus that working from home is kind of my ideal state.
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I'm also a manager now though and that adds a whole dimension to working from
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home compared to being an engineer. It's no longer about your effectiveness
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when working from home. Now it's also about how effective your team is in a
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remote situation.
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when working from home. It's also about how effective your team is in a remote
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situation.
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In this CoVID19 world we find ourselves in, many software shops have found
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In this Covid19 world we find ourselves in, many software shops have found
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themselves suddenly transitioned into a full remote working environment. This
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poses new challenges. I've been thinking about this lately and wanted to note
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my thoughts on the matter.
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poses new challenges.
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# Good remote management is just good management
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**Good remote management is just good management**
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Many of the things that make for good remote management of software engineers
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are also just good management practices. You need to empower your engineers to
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make decisions autonomously. You need to be able to trust your engineers and
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you need them to be able to trust you. You need regular communication with the
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engineers in order to facilitate all of the above.
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engineers in order to facilitate all of the above. These same principles that
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make a remote team successful also make all engineering teams successful.
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Mastering them when you are remote managing will only make you more successful
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when you are local.
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# Autonomous decision making
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# Principles of Remote Management
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Remote management requires giving your team a clear mental framework for
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decision making. In my [previous article](@/engineering-managment-is-hard.md)
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article I mention how important narrative and identity are in engineering
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management. It's critical when managing remotely. You will be less present to
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your team physically. They can't just stop by your desk to ask a question. You
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won't overhear conversations at desks when you walk by and many of the tools
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you used to promote a team identity and culture are harder when you are remote.
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decision making and autonomy. You can't be as available for the quick
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clarification or immediate permission seeking. You need your team to have the
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tools required for autonomy in their decision making. In my [previous
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article](@/engineering-managment-is-hard.md) article I mention how important
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narrative and identity are in engineering management. When managing remotely,
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It's crucial. They can't just stop by your desk to ask a question. You won't
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overhear conversations at desks when you walk by, and neither will your team
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members. Many of the tools you used to promote a team identity and culture are
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harder when you are remote.
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## Written communication
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@ -48,50 +57,68 @@ Written communication can go a long way to giving your team a reference for
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decision making. Keep a blog or send out weekly and monthly memos with your
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perspective on the state of the team. If there are policies or processes that
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are required for the team to follow, make sure they are clearly documented and
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easy to find. When teams meets in a video conference make sure that someone is
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keeping notes that can be recorded after the meeting. It helps keep those who
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had audio issues or weren't able to make it keep in sync on the decisions.
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easy to find. When the team meets in a video conference make sure that someone
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is keeping notes that can be disseminated after the meeting. It helps keep
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those who had audio issues or weren't able to make it keep in sync on the
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decisions. This all helps the team to understand how you see the teams identity
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and the narrative you wish to craft.
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Written communication helps keep the mental framework the team uses for
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decision making stable. If there are disagreements among team members then
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documented policies and processes give them a way to resolve the disagreement
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quickly by referring to that documentation.
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## Consistenct Communication
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## Consistency
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Being remote magnifies inconsistencies in your communication. It's important to
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be consistent in how you apply the principles that define your teams identity.
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If you change how you make decisions every week then it's difficult for your
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team to learn how to make decisions on their own. They'll continually be
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referring decisions to you and you'll find yourself micromanaging.
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Micromanaging a team is nearly impossible to do when working remotely.
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Being remote magnifies inconsistencies in your communication. You have to be
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consistent in how you apply the principles that define your teams identity. If
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you change how you make decisions every week then it's difficult for your team
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to learn how to make decisions on their own. They'll continually be referring
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decisions to you and you'll find yourself micromanaging. Micromanaging a team
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is nearly impossible to do when working remotely.
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Give your engineers a way to reliably make decisions that won't surprise you or
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other team members. If they have a consistently communicated framework for
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decision making then they will be able to make decision without fear and the
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need for you to be involved will be reduced.
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need for your involvement will be reduced.
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## Be virtually present
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Be available to your team through the various mechanisms for communication your
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team has. Management tends to be more interrupt driven than software
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development is. Have virtual office hours. Hold training sessions. Whatever you
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do don't miss your one on ones with people you manage. It will take time for
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them to build that mental framework for autonomous decision making and there
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are no shortcuts. Make sure your team can access you when they need to.
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Lack of a physical presence is a barrier that must be overcome. You need to
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find ways to be available to your team through as many virtual mechanisms as
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you have. Management tends to be more interrupt driven than software
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development is. Have virtual office hours. Hold training sessions over Video
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Conference. Pair with team members over Video and a shared screen. Whatever you
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do don't miss your one on ones with the people you manage. It will take time
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for them to build that mental framework for autonomous decision making and
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there are no shortcuts. Make sure your team can access you when they need it.
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# Building trust
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## Build Trust
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It is much harder to build trust without a physical presence. A lot of trust
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gets build via body language. You will have to work harder to build that trust
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when remote. The above points about regular consistent communication are
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critical to your ability to build trust. You also need to demonstrate follow
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through in what commit to. Don't promise something you can't deliver and be
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frank about it when you mess up.
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The foundation of an effective remote team is trust. It is much harder to build
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trust without a physical presence. A lot of trust gets initially built via
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non-verbal communication like body language. You will have to work harder to
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build that trust when remote. The above points about regular consistent
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communication are critical to your ability to build trust.
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Demonstrate follow through in what you commit to do. Don't promise something
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you can't deliver and be frank about it when you mess up. Honesty is key to
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success. When the team learns they can trust your word they will get more
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comfortable.
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When the team learns they can trust your word they will get more comfortable.
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This forms a feedback loop into their autonomous decision making. When they
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feel like they can trust the foundation they'll walk more confidently and make
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better more consistent decisions. That in turn will cause you to trust them
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more as well. Clear consitent communication leads to consistent decision making
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which leads to more trust in both directions.
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which leads to more trust in both directions.
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# Final thoughts
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If your reading this and thinking "This is just good managment in general",
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then you are absolutely right. Most of what makes a good manager is also what
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makes someone a good remote manager. The only real difference is that any
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failures in these principles is magnified when you are remote. But if you can
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excel at it then some of the benefits can be incredible. Engineers who are
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remote get more deep focus time than in the typical open plan office you have
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today. If you can nail the team identity and narrative and keep everyone on the
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same page then productivity on your team might just skyrocket.
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