Fun to hear about Gatsby! I've worked with great managers who set clear objectives and expectations and revisit those expectations to help me with any blockers. In my experience, this has made the relationships trusting and productive, even in a distributed environment. I hope this post can help other managers on the learning curve of managing in this new hybrid/remote world
Great comment! To be fair, great managers do this, whether it's in-office, distributed or hybrid. But the risk of things going askew is higher when things are hybrid.
Thank you Zack! This is an incredible post on building a strong, distributed culture.
At Elastic, I was part of a powerful, distributed company and some additional comments to your post would be:
1) Allow local employees to go to a WeWork or small office if they want. Empower local teams!
2) In-person gatherings happen monthly for managers and quarterly for employees. The topics, locations, and attendees varied. In-person for the whole company happened annually until 2k+ employees and moved to every other year.
3) Asynchronous requires a commitment to transparency and building tools so anyone can find the information they need. Highly encouraging video meetings even with 1,000 employees and recording everything were a regular occurrence.
Fun to hear about Gatsby! I've worked with great managers who set clear objectives and expectations and revisit those expectations to help me with any blockers. In my experience, this has made the relationships trusting and productive, even in a distributed environment. I hope this post can help other managers on the learning curve of managing in this new hybrid/remote world
Great comment! To be fair, great managers do this, whether it's in-office, distributed or hybrid. But the risk of things going askew is higher when things are hybrid.
Thank you Zack! This is an incredible post on building a strong, distributed culture.
At Elastic, I was part of a powerful, distributed company and some additional comments to your post would be:
1) Allow local employees to go to a WeWork or small office if they want. Empower local teams!
2) In-person gatherings happen monthly for managers and quarterly for employees. The topics, locations, and attendees varied. In-person for the whole company happened annually until 2k+ employees and moved to every other year.
3) Asynchronous requires a commitment to transparency and building tools so anyone can find the information they need. Highly encouraging video meetings even with 1,000 employees and recording everything were a regular occurrence.