Remote Management Guide Book 101
From my early days in college, I’ve delved into the world of startups. Faced with budget constraints, I had to adopt a resourceful approach to acquiring talent and resources. Remote work became a natural choice as it wasn’t always feasible to have in-person meetings due to financial limitations. The onset of Covid-19 towards the end of my freshman year further emphasized the efficacy of remote teams. While many embrace remote work for its flexibility and convenience, my initial entry into this sphere was out of necessity rather than choice.
I still advocate for the benefits of in-person team dynamics, believing that a hybrid model — blending remote tasks with frequent face-to-face interactions — is optimal. Even though most of my projects were executed remotely, the in-person experiences forged a cohesive team identity that purely remote teams often lack. Gumdrop, a college social app that I co-founded and exited in 2021, serves as a great example of a hybrid startup. Most of the team members were based in Austin, and the in-person time we spent together truly drove the success of the project.
Today, drawing from my experiences, I aim to share the foundational principles for effectively managing high-performing remote teams. While there are more insights and experiences regarding remote team management that I plan to share in the future, today’s focus is on the essential aspects. These foundational points are crucial; without them, a team is likely to underperform.
As a team leader, three fundamental aspects are pivotal in creating a successful remote team: infrastructure, processes, and culture.
📝 TLDR:
Infrastructure: Use Slack, Discord, Zoom, and cloud platforms like Google Drive and Coda for seamless communication and collaboration.
Processes: Adopt Agile sprint cycles, co-working hours, and adapt structures as needed for effective team coordination.
Culture: Promote a culture of professionalism, accountability, and result-oriented mindset. Embrace group chats, timely responses, and documentation for streamlined communication.
🧱Infrastructure
Effective communication and collaboration hinge on efficient infrastructure. This insight was instilled in me by a close friend, Dennis Menendez, a former IBM Global Sales Pipeline Executive, who introduced me to the concept of BAD — Battlefield Awareness Dissemination. In the context of war, ensuring that crucial information reaches the right hands is paramount; otherwise, the risk of losing the battle becomes imminent. Drawing a parallel, the business world can be seen as a battlefield where strategic communication is key.
When I reflect on BAD, I break it down into several crucial aspects: firstly, the communication infrastructure; secondly, the file repository infrastructure; and thirdly, the collaboration infrastructure. Each of these components plays a vital role in creating a seamless flow of information, akin to the strategic coordination required on a battlefield.
Communication Infrastructure
You can begin with lighter forms of communication, like texting in one-on-one situations. However, as you progress, it becomes essential to master the art of effectively conveying ideas, sharing updates, attaching documents efficiently, and swiftly querying information when needed
a. Asynchronous Communication Channels (Not in real time): Texting and sharing voice memos play a crucial role in team communication, especially when team members are physically distant. This becomes particularly valuable when individuals work at their own pace on non-urgent tasks or reside in different time zones, allowing everyone to catch up on updates conveniently. As a team leader, it’s imperative to utilize these channels for major updates and announcements, even if they were initially communicated in person. This ensures that team members can refer back to important information and mitigates the risk of miscommunication.
I recommend using platforms like Slack and Discord for seamless communication. The channel features in both platforms prove invaluable when organizing team members into different task forces. For instance, creating dedicated channels for specific teams, such as marketing, streamlines communication, preventing engineers from sifting through irrelevant information.
Recommendation: Slack, Discord, iMessage.
b. Real-Time Communication Channels: Real-time communication is indispensable for certain activities that are more effective when handled synchronously, such as brainstorming sessions, discussions about specific API integration plans, and weekly stand-ups. To maintain cohesion, I prefer consolidating this type of communication on a single platform within the team, or at least minimizing the number of platforms used. Personally, I find voice calls are really hard for me. For meetings involving external parties, I ask my team to use Zoom, while for internal meetings, the Slack voice channel (which also supports video) serves as a convenient and efficient option.
Recommendation: Discord, Zoom, Google Meet, good old phone calls.
c. File Storage & Collaboration Infrastructure: Back in the day, these two used to live separate lives, but in the cloud era, they’ve become inseparable. It can be a real headache when folks insist on sending me local files for no apparent reason. Unless it’s the absolute final version, trying to drop some feedback or make suggestions feels like mission impossible! Luckily, the majority can easily access Google Drive, a great starter option.
Personally, I’ve found Coda doc to be my go-to — it’s user-friendly and feature-rich. Meanwhile, most of my friends swear by Notion for file collaborations and repositories. These platforms not only make organization a breeze but also come packed with features and templates that enhance how I organize, collaborate, and share documents. Here’s to embracing the cloud for smoother workflows and leaving local file frustrations behind!
Recommendation: Coda, Google Drive, Notion, Canva.
d. Super Simple Org Chart (if the team is bigger than what you can remember): This chart clearly outlines each team member’s role, a valuable resource for newcomers. When the new marketing team member needs to collaborate, having quick access to who handles scripting and video production streamlines the process. While cultivating the skill of finding information is essential in our early employees, having an easily accessible org chart can be a time-saving boon as the team grows.
🗂️ Processes
With the right infrastructure, running a team becomes considerably easier. However, the team also requires a flexible structure. I’m not a big advocate of imposing a rigid framework or template on any team, irrespective of the circumstances. Every team, problem space, and industry is unique, and there’s no one-size-fits-all solution. This is usually where I begin, adapting and refining the structure as needed along the way. And for the startup founder, chaos is the norm.
Here a few things that I normally start with:
a. 1 week AGILE sprint cycle (weekly standups): I’ve faced challenges in ensuring everyone meets task deadlines despite regular sync-ups. Building momentum and a cadence becomes significantly difficult when communication isn’t rapid.
Early on at Gumdrop, we experimented with a two-week sprint cycle, only to realize it nearly killed the company. Deadlines were missed, blockers weren’t communicated and resolved until 2 weeks later, leading to a stagnation in progress. While the intention was to fuel creativity, it turned out to be a costly mistake, especially in the fast-paced startup landscape where a month is a substantial chunk of time.
Now, with the weekly stand-ups, keep them short. If they’re too long, people get distracted. This is meant to provide a rapid update on everything and follow up with what’s needed after the meeting. Each team (i.e., marketing, product, business development) should give a quick report on last week’s goals and what they have achieved. This compels people to assess goals against reality — if you’re falling short, you need to figure out how to fix it. A quick note: if someone consistently misses goals and communicates blockers only during the stand-up, this person should either start communicating the blocker ASAP or get out.
b. Co-working Hours: Co-working isn’t just an in-person perk. I organize a designated time, usually for 2 hours, where all full-time team members sit down in front of their computers and hang out on the Discord voice channel while working. During this period, we mute our voices and videos, but if anyone needs assistance, we can quickly turn them on and get a question answered. This practice is like a supercharge for the startup.
In the past, it might take someone minutes or even hours to reply to a question like “Who is dealing with the explainers? I have the right asset to send him.” Now, it only takes about 5 seconds. This setup is instrumental in overcoming blockers. Team members can swiftly communicate their blockers and have the right person help solve the issue. A seemingly simple task, such as creating an explainer video, might take a few days to coordinate without this approach. However, with co-working hours, we can move from start to completion in just 2 days.
Reducing friction in communication and resolving blockers is crucial to achieving startup goals. Co-working hours simplify this process due to their frequency and rapid nature. As a team leader, it facilitates checking for blockers without requiring the team to send a mid-week progress update.
Mid-week progress updates can be a challenge. People dislike doing them, and it often leads to chasing updates throughout the afternoon or seeking clarifications on what they wrote. Use them with caution; while they can be beneficial, their effectiveness depends on the team’s dynamics and workload.
Normally, I don’t force everyone to stay at co-working hours, especially if someone has a high-priority task or a business development (BD) meeting. Engineers, in particular, are not required to join unless they choose to; disrupting their flow with irrelevant requests isn’t ideal. Surprisingly, many participants end up staying longer than the initially organized 2-hour period. It often turns into an informal and productive space, with individuals voluntarily extending their stay whenever they are in front of the computer.
🕴️Culture
Culture is often underestimated. Having worked with everyone from college students to successful founders, I’ve witnessed the diverse ways teams operate and interact. The concept of a good versus bad culture isn’t as straightforward as it may seem — it’s highly subjective. Given the uniqueness of each individual, I’ve come to adopt a simple mantra: FIFO, Fit In Or Fuck Off.
Personally, I might not thrive in a culture like FTX; the nerdy genius vibe isn’t my scene. It’s crucial to recognize that just because someone perceives a culture as “bad” or “toxic” doesn’t necessarily mean the company won’t succeed in achieving its objectives.
As a straightforward and outgoing person, I prefer to set up a culture that aligns with these characteristics.
a. Clear Role Expectations (Success & Failure): When onboarding a new team member, I find it valuable to have a one-on-one meeting and document the following key points:
Role and Role Objectives: Clearly outline the individual’s role and the objectives associated with it. This sets a foundation for their responsibilities within the team.
Success Criteria: Define what success looks like for the role. Envision the scenario where everything goes perfectly — what achievements or outcomes would characterize success?
Failure Criteria: Explicitly identify what constitutes failure. Emphasize that failure is a no-go, and failing to meet the defined expectations can lead to reconsideration within the team. It’s crucial to clarify that failure isn’t simply encountering challenges but rather an inability to communicate and address those challenges in a reasonable timeframe.
Making it abundantly clear that failure is not acceptable, except in cases where a blocker is communicated but impossible to resolve in a reasonable timeframe, helps set expectations. If someone fails to communicate and actively work towards resolving blockers, it’s a red flag.This upfront clarity not only saves time in the long run but also aids in minimizing emotional reactions during challenging situations.
I didn’t do this when I was working on Gumdrop initially, and it resulted in some harsh clashes that jeopardized a few good relationships.
b. Result-Based, Not Effort-Based: It’s essential to be mindful that if an individual falls short despite putting in their best effort and it becomes apparent they’re not capable of achieving the desired outcome, tough decisions need to be made. Unlike the school system where effort often translates to a good grade, in the business world, we’re not here to reward effort alone. We’re running a business, not a school. If someone isn’t delivering the expected results and value, even if they’re a great person, it’s imperative to let them go. This mindset should be clear within the team — results matter, and everyone should expect accountability and performance from each other.
c. Not Micromanaging: Whether in the role of team leader, teammate, or partner, I believe in fostering a culture of professionalism and accountability. I won’t be checking in or reminding you at all. I expect all team members to conduct themselves as responsible adults. In a remote working environment, there’s no room for chasing down someone who can’t fulfill their responsibilities. Each individual is trusted to manage their tasks independently and contribute to the team’s success.
d. Be Resourceful and Put in Some Effort: I didn’t emphasize this clearly when I initially started recruiting people at Gumdrop. As their initial point of contact, many would consistently prefer to direct their questions to me rather than reaching out to other team members for trivial queries. Occasionally, certain recruits would return and ask the same question, even when it would be easily resolved with a bit of effort on their part. Performing my job became challenging when several people started asking questions like, ‘Hi Kangle, do you know where the contract templates are?’ (Just check the company drive; you’ll literally find them there!) or ‘Kangle, who is handling the influencer campaign?’ (Just ask in the group chat!)”
e. Use The Group Chat: When it comes to updates that everyone needs to be aware of, avoid using direct messages (DMs)! We have a group chat or channel for a reason. Relying on DMs for everything makes it incredibly challenging to keep everyone in sync. If a new recruit is DMing all day and claims to be ‘too shy’ for the group chat, they might not be the right fit for the team.
f. Respond Timely: If it takes you a week to respond to a text message, I probably cannot work with you. In remote work, timely message responses are crucial. If everyone takes a day to reply, making significant progress becomes challenging due to the accumulation of blockers.
g. Always Document It: After every meeting, document the key points and to-dos so we have a clear record of the outcomes. The worst scenario is having a 30-minute team discussion with no actionable steps identified, and worse yet, repeating such meetings in succession.
h. Don’t Ask for Permission, Make Mistakes if You Have To (for Reversible Decisions): It’s crucial to distinguish between mistakes and failures. Seeking approval for every move from the CEO can be ineffective and time-consuming, especially when the CEO may not possess better insights than the person executing the task. In the realm of low-cost endeavors, it’s often more efficient to take initiative and act without explicit permission. Remember, a mistake is not a failure; it’s an opportunity to learn and iterate for improvement. Don’t hesitate to seize opportunities and embrace the learning process.
Conclusion
Steering a remote team toward success revolves around cultivating a shared understanding of how the team can communicate and collaborate effectively. From my journey in the startup world, particularly with the hybrid model exemplified by Gumdrop, I’ve learned that infrastructure, processes, and culture are the cornerstones of remote team management. Establishing efficient communication channels, optimizing collaboration tools, and fostering a dynamic culture that values results over effort are key. Setting clear expectations, promoting resourcefulness, and utilizing group chats for streamlined communication further enhance the remote team’s performance. As we navigate the intricacies of remote work, embracing these principles ensures not only the survival but the thriving of high-performing remote teams in the ever-evolving landscape of modern business.
Good luck out there, builders!