Managing remote teams is hard work: views from the former CIO of Amnesty International
These are the views of John Gillespie (ex Chief Information Officer of Amnesty International); they do not necessarily represent the views of Five Oaks Consulting. You can reach John at email@example.com
Are people more inventive when they come together?
Back in 2013, Marissa Mayer the then CEO of Yahoo banned working from home. As she said at the time “People are more collaborative, more inventive when people come together.” She provoked a great deal of resistance in Yahoo and ignited a simmering debate that rolls on to this day.
Marissa Mayer made her announcement soon after I arrived at Amnesty International. We were embarking on a major transformation to decentralize our operation from a single office in London to a network of 16 offices around the globe. Amnesty also reduced its office space in London and encouraged staff to work from home. We had to make remote working work. As CIO I was responsible for putting in the technology – that turned out to be the straightforward part.
Now I am inclined to agree with Marissa. We are social animals and remote working is not natural. We build relationships with the people we rub shoulder with every day. Like our colleagues or not, over time we find ways of working together. The timely snippets of advice (or criticism) from colleagues keep us on track. Remote working loses the human contact that is necessary for good teamwork, cohesive organizational culture and personal growth.
Managing a distributed team poses some challenges
Whatever we may think, distributed teams have become a part of INGOs structure. They may be necessary for inclusiveness, but they may not be effective. The recent upheaval facing Amnesty International that Tosca has written about here was certainly exacerbated by a distributed organisation that lacked cultural cohesion.
Then there is the reality of management. Most of the time as a manager, I really don’t know how long it will take a person to complete a task. I assign work and I track progress. If a person is struggling, I give them support and more time. If they are cruising, I give them more responsibility. This is so much harder if you don’t have regular human contact.
So what to do?
Nevertheless, sometimes remote working the only way of running a team with the right expertise. So, what can you do?
First establish good meeting discipline. I insist on regular weekly meetings with the team. Don’t miss them. I make sure everyone participates and I don’t let people slip below the radar. Meetings become more important not less. Agree on a communication technology across the whole team. It doesn’t really matter if you choose Slack, or Microsoft Teams, or Facebook Workplace, or whatever is currently fashionable. Choose one and insist everyone uses it. I believe that video conferencing makes people more ‘present’ and is much more effective than audio conferences
I find you can get reasonable visibility of workload and individual performance by selecting a project management method and a good project management tool. Trello or Microsoft Planner work well for agile teams. If a person is stuck on the same task, or appears much less productive than their colleagues, they are either struggling or loafing. You can intervene before the behaviour becomes entrenched.
Now I have never bought into the argument that a person can work anywhere. The work we do need focus and concentration, or at the very least space to make a phone call uninterrupted. Make sure everyone has a quiet workplace and a reliable internet connection. Only a couple of years back one of my team members complained that he found it hard to work at home because he didn’t have an internet connection. Remote working was suspended until a good broadband connection was installed. Another colleague always appears on conference calls sitting on a sofa. Call me old fashioned but I don’t know how you can work without a desk for your notes and papers.
It’s as much about the environment as about the tech
Good video conferencing is not hard. Everyone likes to blame the software; in my experience it is not the software. You need a quiet space, good lighting, and a fast internet connection. If you have a poor internet connection and lots of background noise, there is nothing Skype can do for you. No one has ever had a good VC from a coffee shop, or worse an airport departure lounge. That might be necessary on occasion but if it becomes a norm you are going to be forever plagued by interruptions and lack of focus on the matter at hand.
Finally, I need to remember that remote working isn’t for everyone and needs to be embarked upon with care. Some people find it is easier to focus when they are by themselves, some don’t. Some people find it just too tempting to skip work. Even with all the technology and process and meetings, for some projects and some people, remote working really doesn’t work and a physical hub, an office, is a necessity. Beware of progressing with remote work policies too quickly; reversing a remote working policy, as Marissa Mayer found out, really is hard work.