“Distributed” at trad.works

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A couple of weeks ago, I had the great pleasure to speak at the TRaD.works conference, here in Washington, DC. This featured a great mix of industry leaders and change agents from startups to multinationals to government agencies to non-profits… across all sorts of industries. All swapping tips-and-tricks on what did/didnt work for their organizations as they transitioned into more distributed organizations… warts-and-all… and doing this in very down-to-earth, approachable way. The trust, respect and tone between everyone here was great, and helped make the entire conference special. It was exciting to see the enthusiasm for all things Telework-Remote-And-Distributed across this wide range of organizations and industries.

I was on a panel discussion about supporting managers of distributed teams – a topic that is obviously near and dear to my heart! I enjoyed the lively interactions between Amy Freshman (ADP), Jeanne Meister (Forbes and FutureWorkPlace), Nicole McCabe (SAP), myself and the entire audience. The lively discussions continued long afterwards, first in corridors and coffee breaks then after in emails and video calls. Excellent, excellent stuff.

Big thanks to Sara Sutton Fell at FlexJobs for making this happen, and to Mike Gutman for handling a million-and-one details with calm grace and humor. Well done. Very well done.

Highlights of some press coverage so far:
https://www.entrepreneur.com/article/274702

http://www.hrdive.com/news/panel-reveals-the-keys-to-creating-a-strong-remote-work-culture/420965/

Joining the U.S. Digital Service

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I’ve never worked in government before – or even considered it until I read Dan Portillo’s blog post when he joined the U.S. Digital Service. Mixing the technical skills and business tactics honed in Silicon Valley with the domain specific skills of career government employees is a brilliant way to solve long-standing complex problems in the internal mechanics of government infrastructure. Since their initial work on healthcare.gov, they’ve helped out at the Veterans Administration, Dept of Education and IRS to mention just a few public examples. Each of these solutions have material impact to real humans, every single day.

Building Release Engineering infrastructure at scale, in all sorts of different environments, has always been interesting to me. The more unique the situation, the more interesting. The possibility of doing this work, at scale, while also making a difference to the lives of many real people made me stop, ask a bunch of questions and then apply.

The interviews were the most thorough and detailed of my career so far, and the consequence of this is clear once I started working with other USDS folks – they are all super smart, great at their specific field, unflappable when suddenly faced with un-imaginable projects and downright nice, friendly people. These are not just “nice to have” attributes – they’re essential for the role and you can instantly see why once you start.

The range of skills needed is staggering. In the few weeks since I started, projects I’ve been involved with have involved some combinations of: Ansible, AWS, Cobol, GitHub, NewRelic, Oracle PL/SQL, nginx, node.js, PowerBuilder, Python, Ruby, REST and SAML. All while setting up fault tolerant and secure hybrid physical-colo-to-AWS production environments. All while meeting with various domain experts to understand the technical and legal constraints behind why things were done in a certain way and also to figure out some practical ideas of how to help in an immediate and sustainable way. All on short timelines – measured in days/weeks instead of years. In any one day, it is not unusual to jump from VPN configurations to legal policy to branch merging to debugging intermittent production alerts to personnel discussions.

Being able to communicate effectively up-and-down the technical stack and also the human stack is tricky, complicated and also very very important to succeed in this role. When you see just how much the new systems improve people’s lives, the rewards are self-evident, invigorating and humbling – kinda like the view walking home from the office – and I find myself jumping back in to fix something else. This is very real “make a difference” stuff and is well worth the intense long days.

Over the coming months, please be patient with me if I contact you looking for help/advice – I may very well be fixing something crucial for you, or someone you know!

If you are curious to find out more about USDS, feel free to ask me. There is a lot of work to do (before starting, I was advised to get sleep!) and yes, we are hiring (for details, see here!). I suspect you’ll find it is the hardest, most rewarding job you’ve ever had!

John.

RelEng Conf 2016: Call for papers

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(Suddenly, its June! How did that happen? Where did the year go already?!? Despite my recent public silence, there’s been a lot of work going on behind the scenes. Let me catchup on some overdue blogposts – starting with RelEngConf 2016!)

We’ve got a venue and a date for this conference sorted out, so now its time to start gathering presentations, speakers and figuring out all the other “little details” that go into making a great, memorable, conference. This means two things:

1) RelEngCon 2016 is now accepting proposals for talks/sessions. If you have a good industry-related or academic-focused topic in the area of Release Engineering, please have a look at the Release Engineering conference guidelines, and submit your proposal before the deadline of 01-jul-2016.

2) Like all previous RelEng Conferences, the mixture of attendees and speakers, from academia and battle-hardened industry, makes for some riveting topics and side discussions. Come talk with others of your tribe, swap tips-and-gotchas with others who do understand what you are talking about and enjoy brainstorming with people with very different perspectives.

For further details about the conference, or submitting proposals, see http://releng.polymtl.ca/RELENG2015/html/index.html. If you build software delivery pipelines for your company, or if you work in a software company that has software delivery needs, I recommend you follow @relengcon, block off November 18th, 2016 on your calendar and book your travel to Seattle now. It will be well worth your time.

I’ll be there – and look forward to seeing you there!
John.

HOWTO fix “scanner warmup” error on HP 3330 printer

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My trusty HP 3330 printer stopped working recently with a “scanner warmup” error displayed on the display. Prior to that, it literally worked flawlessly for years, so I was reluctant to simply go buy a replacement printer. Once I figured out these steps, repairing the printer took me under 10 minutes, end-to-end, using only very simple low tech tools: a needlenose pliers, a philips screwdriver and a cotton bud.

Here’s the steps I followed:

Unplug the printer. Yes, you do have to follow basic safety procedures, even if there will be no exposed electric wires to deal with. You don’t want to accidentally have the motor start moving parts around while you are trying to work on them. Plus you need to make sure the power is completely off at the bulb, so mirrors have cooled off completely before you get to them in later steps.

Open the lid. While the lid is as vertical as possible, grip and pull up the two black tabs (in red circles). They should each come up about ~1/2 inch. Once these are both up, you should be able to grab the lid, pull it up and remove. Set aside.

Use a Philips screwdriver to remove this one screw. Once the screw is removed, gently lift up at the side where the screw was. As you do, you’ll notice that the opposite side hinges up on the side nearest the main glass plate. After you lift up about an inch or so, you’ll notice you can gently lift/disconnect this small glass panel. Set aside.

Notice that you can now reach a narrow rubber belt that is used to move the mirror assembly back and forth under the main glass platter. Use the needlenose pliers to grip the nearside (circled) part of the belt and pull it towards the pulley wheel. Be very gentle here, as this rubber belt is fragile. You’ll only be able to pull it about an inch or so before you run out of space, need to release the pliers grip, reposition the pliers, grip and pull the rubber belt another inch. Each time you do this, you pull the mirror assembly a little bit closer to the opening. Do another pull. And another. And another. Keep repeating until the mirror assembly is fully accessible through the opening.

Use the cotton bud to gently clean the full length of each mirror surface. It doesn’t take much effort, and the mirrors are fragile, so be gentle. Simply place the cotton bud at one end of the mirror, and slide along the mirror to the other end. Think of it more like dusting fragile crystal glasses. There are three mirrors in all, and you should do all three while you are at this.

Now that you are done, you need to reassemble everything. There is no need to use the pliers on the belt to move the mirrors back to the original starting position, the mirror will automatically go to the right “home” position once the printer is turned back on. Simple replace the glass plate, screw it back down and re-attach the lid.

Power the printer back on, and hopefully now it works!

John.
ps: here’s a more detailed HP 3330 printer disassembly video for the brave: https://www.youtube.com/watch?v=lqG_nmi3vC4

“Distributed” ER#7 now available!

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“Distributed” Early Release #7 is now publicly available, a Book Cover for Distributedmonth after ER#6 came out.

This ER#7 includes a significant reworking of the first section of this book. Some chapters were resequenced. Some were significantly trimmed – by over half! Some were split up, creating new chapters or merged with existing sections of other chapters later in the book. All slow, detailed work that I hope makes the book feel more focused. The format of all chapters throughout were slightly tweaked, and there are also plenty of across-the-board minor fixes.

You can buy ER#7 by clicking here, or clicking on the thumbnail of the book cover. Anyone who already bought any of the previous ERs should get prompted with a free update to ER#7 – if you don’t please let me know! And yes, you’ll get updated when ER#8 comes out.

Thanks again to everyone for their ongoing encouragement, proof-reading help and feedback so far – keep letting me know what you think. Each piece of great feedback makes me wonder how I missed such obvious errors before. And makes me happy, as each fix helps make this book better. It’s important this book be interesting, readable and practical – so if you have any comments, concerns, etc., please email me. Yes, I will read and reply to each email personally! To make sure that any feedback doesn’t get lost or caught in spam filters, please email comments to feedback at oduinn dot com. I track all feedback and review/edit/merge as fast as I can. And thank you to everyone who has already sent me feedback/opinions/corrections – all really helpful.

John.
=====
ps: For the curious, here is the current list of chapters and their status:

Chapter 1 The Real Cost of an Office – AVAILABLE
Chapter 2 Distributed Teams Are Not New – AVAILABLE
Chapter 3 Disaster Planning – AVAILABLE
Chapter 4 Diversity
Chapter 5 Organizational Pitfalls to Avoid – AVAILABLE
Chapter 6 Physical Setup – AVAILABLE
Chapter 7 Video Etiquette – AVAILABLE
Chapter 8 Own Your Calendar – AVAILABLE
Chapter 9 Meetings – AVAILABLE
Chapter 10 Meeting Moderator – AVAILABLE
Chapter 11 Single Source of Truth
Chapter 12 Email Etiquette – AVAILABLE
Chapter 13 Group Chat Etiquette – AVAILABLE
Chapter 14 Culture, Conflict and Trust
Chapter 15 One-on-Ones and Reviews – AVAILABLE
Chapter 16 Hiring, Onboarding, Firing, Reorgs,
Layoffs and other Departures – AVAILABLE
Chapter 17 Bring Humans Together – AVAILABLE
Chapter 18 Career Path – AVAILABLE
Chapter 19 Feed Your Soul – AVAILABLE
Chapter 20 Final Chapter
Appendix A The Bathroom Mirror Test – AVAILABLE
Appendix B How NOT to Work – AVAILABLE
Appendix C Further Reading – AVAILABLE
=====

Human etiquette for more effective group chat

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Group chat is a tool that helps people communicate, just like email, phone calls, and meetings. Used correctly, these tools help people work more effectively. Use incorrectly, they hamper work. Jason Fried’s post about group chat as yet another interrupt generator started a lively discussion — some interesting posts are here and here and here, but there are many others. This is clearly a topic people care about.

Group chat imageGroup chat, in various forms, has been used by specific groups for literally decades. However, as this technology goes more mainstream, the human etiquette is still evolving. Here are five guidelines on group chat etiquette that I found helpful me over the years, and which I hope help others:

1. Ensure everyone is using group chat. Email and phone calls are successful because they are ubiquitous and interoperable technologies. For group chat to work, everyone should be using the same shared group chat. After all, the idea is to reduce barriers to cross-organizational communications. Find a chat system that most people in your organization like and standardize on that. Once this is done, you can easily and quickly message someone in a totally different part of the organization, be confident they will see your chat message and be able to reply.

2. Carefully create a minimal viable set of channels. Having too many channels, or too few channels, encourages interruptions. Too few channels means each channel has a lot of unrelated cross-chatter noise. Too many channels make it hard to figure out where to post about a particular topic, leading people to use whatever channel feels close enough — which in turn means others cannot tell which channels to monitor.

Here is a “Goldilocks” arrangement (not too many, or not enough, but just the right number of channels) that has worked well for me:

  • Private group channel: Membership is restricted to employees reporting to a specific manager. Each group has its own private channel. This channel is the pulse of the team, where you all talk about various internal team projects, as well as the socially bonding small talk that happens normally within a group throughout the day.
  • Public group channel: This public channel is where other co-workers, in other teams across the organization, can reliably expect to find your entire group. People from other groups will join/leave as they need. The name of this public channel should be posted on wiki pages and distributed widely, so everyone in the company clearly knows where to find your group when needed.
  • Public cross-group role-specific channel: This is a separate public channel for each recurring cross-group event. For example, channels here could include topics like production outages, release-day-logistics, recurring weekly company-wide meetings, and company-wide social chit-chat. Even if there is no production outage right now, having these channels created and well-advertised in advance means everyone knows where to go when an emergency suddenly arises.

3. Moderate the channels. Once these channels are created, they need active moderating. Small amounts of social banter is normal in any work environment (including meetings, conference calls or group chat) and helps us to remember we are all human, build a sense of community, and defuse tensions in high-pressure situations.

However, if social chatter starts to get in the way of doing work, politely and firmly move the off-topic chatter to another channel, so work can happen in the appropriate channel. Consistently moderating like this raises everyone’s overall awareness of group chat etiquette. Once the social norms are well understood, most people will do right by default, reducing the need for future moderation.

4. Remember that group chat is transient. If a discussion in a group chat channel reaches a decision that others may care about, that decision needs to be clearly communicated to all stakeholders. You’d do the same thing with an important decision reached over lunch, on a phone call while driving, or chatting at the coffee machine. Summarize the decision into a group-wide email, a project tracking system, or whatever is the single-source-of-truth for your organization. Sometimes, a quick copy-paste of the group chat discussion is good enough, but sometimes the act of summarizing a brilliant impromptu chat will uncover crucial missed assumptions. The important point is to keep everyone informed, without requiring everyone to continuously read every group chat channel for possible decisions that might be of interest later.

5. Mention people by name when appropriate. If you have a topic you want a specific human to read soon, then mention them by name. This will ensure they get notified and can quickly find where they are needed. However, be careful when you do this. This is almost like calling someone’s cellphone — you are choosing to interrupt without knowing the importance of what you are interrupting. Consider the urgency of your discussion, and consider if using another, less intrusive, medium might be best.

If you aren’t careful, group chat can become yet another endless stream of interruptions that people struggle to keep up with. However, with a careful combination of good technical organization and good human etiquette, group chat can speed up internal discussions, reduce email churn, and reduce the need for some meetings. A recurring daily gain for everyone, especially people in distributed organizations!

There are, of course, other things you can do to make group chat more effective… If you have suggestions for other ways to improve group chat, please let me know – in the comments below or by email. I’d be very eager to hear about them.

John.

(Modified from my post on medium.com, and my forthcoming book “Distributed”, published by O’Reilly later this year.)

“Distributed” ER#6 now available!

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“Distributed” Early Release #6 is now publicly available, just Book Cover for Distributed25 days after ER#5 came out.

Early Release #6 (ER#6) contains everything in ER#5 plus:
* Chapter15 was renamed from “Joining and Leaving” to “Hiring, Firing, Reorgs and Layoffs”. As you might guess, this chapter covers the various mechanics around joining and leaving a group or organization. Hopefully, this new title makes the intent of the chapter more clear!
* There are three new appendices – one on decision making with partial data, one on how not to behave in the office and one on further reading.
* The preface is finally coming together – I found this much trickier to write than I expected.
* Chapter1 got a significant restructure and trimming thanks to some great suggestions. And of course, there are plenty of across-the-board minor fixes and tweaks based on feedback and reviews.

At this time, 16 of 19 chapters are available – specifically, Chapters 1-9,11,12,14-18. I hope you enjoy them!

You can buy ER#6 by clicking here, or clicking on the thumbnail of the book cover. Anyone who already bought any of the previous ERs should get prompted with a free update to ER#6 – if you don’t please let me know! And yes, you’ll get updated when ER#7 comes out next month.

Thanks again to everyone for their ongoing encouragement, proof-reading help and feedback so far. I track all of them and review/edit/merge as fast as I can. To make sure that any feedback doesn’t get lost or caught in spam filters, please email comments to feedback at oduinn dot com.

John.
=====
ps: For the curious, here is the current list of chapters and their status:

Chapter 1: Distributed Teams Are Not New – AVAILABLE
Chapter 2: The Real Cost of an Office – AVAILABLE
Chapter 3: Disaster Planning – AVAILABLE
Chapter 4: Mindset – AVAILABLE
Chapter 5: Physical Setup – AVAILABLE
Chapter 6: Video Etiquette – AVAILABLE
Chapter 7: Own your calendar – AVAILABLE
Chapter 8: Meetings – AVAILABLE
Chapter 9: Meeting Moderator – AVAILABLE
Chapter 10: Single Source of Truth
Chapter 11: Email Etiquette – AVAILABLE
Chapter 12: Group Chat Etiquette – AVAILABLE
Chapter 13: Culture, Trust and Conflict
Chapter 14: One-on-Ones and Reviews – AVAILABLE
Chapter 15: Hiring, Firing, Reorgs and Layoffs – AVAILABLE
Chapter 16: Bring Humans Together – AVAILABLE
Chapter 17: Career path – AVAILABLE
Chapter 18: Feed your soul – AVAILABLE
Chapter 19: Final Chapter
Appendix A: The Bathroom Mirror Test – AVAILABLE
Appendix B: How NOT to Work – AVAILABLE
Appendix C: Further Reading – AVAILABLE
=====

Finding the tone and structure of “Distributed”

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As many of you know, I’m writing Book Cover for Distributedmy first book. While I just jumped in and start typing, people with a lot of experience in this area started asking me questions like: What is your writing tone? What is the book structure? Who is your intended audience?

Figuring out the answers to these questions felt even more daunting then the idea of “just” writing a book!

The book has evolved as I write and as I learned what was important to me in answering those original questions. Now that I’m into the swing of this, I thought it would be interesting to describe how I figured out the tone and structure of this book, and the logic behind those choices.

Over the years, I’ve bought many weighty management books that only get half-read before I give up, leaving them to gather dust with a bookmark somewhere in the middle. I wanted my book to be a book that I would make time to read. Not just a book by John for John – most people I worked with had similar time constraints. With a busy work life, an immediately helpful, practical, book felt important.

I kept these realities in mind and with a fresh set of eyes, went back looking at books I did and didn’t like. I studied how those authors structured their books and how their use of English changed the tone and feel of the book. I discovered some common patterns in terms of structure and language, which became important criteria for this book:

  • I use very casual, readable english throughout. No formal management or textbook english. Yes, I know enough pointy-haired-boss management words to play Dilbert Bingo, but I felt that language would only get in the way. I want this book to be something easy to read after a long tiring day at work, not a management-speak IQ test.
  • Each chapter is very short, typically 10-20 pages. Intentionally short enough to be read in one sitting in one evening after a busy day, over lunch or during a long commute!
  • Almost every chapter is self-contained, so if a reader has a specific pressing need, they can jump to that chapter for immediate practical help. If this happens often enough, hopefully they’ll keep the book close to hand.
  • Each chapter has simple, concrete, practical “takeaways” to put into use immediately to help make your life better today.

This book is designed so you should be able to just open a page on a specific topic you are dealing with today and just dive in. Having said that, if you are not sure where to start, the carefully chosen sequence of these chapters, and the way they are arranged in sections is a good default path:

  • Section One: Why are geo-distributed teams and organizations good for business, good for the economy and yes, good for humans? This section should help anyone justify building a distributed team/organization using cold, hard, financial business justifications – not just a touchy-feely “trust me, it makes people happy”.
  • Section Two: Most companies have day-to-day organizational inefficiencies that are so commonplace they are considered “normal” – or even worse “just the way it is”. This section details mechanical tips and tricks which make organizations more efficient. Becoming very, very crisply organized on those basic everyday mechanics improves efficiencies of an all-in-the-office team and make effective distributed teams possible.
  • Section Three: How do you handle the humanity in your distributed team? This section covers hirings, firings, one-on-ones, reviews, cultural issues and conflict. Also, some advice for long term “remote” workers on staying sane, healthy and planing a career path.

My first management job came with no training, so I had to make it up, learning as I went along. Same for each management role I’ve held since. This is true for most leaders I know. The lucky few got formal on-the-job training or mentors, but most don’t get any training until they’ve already been doing the job for a few years. Those initial years as a manager are formative and can shape what you perceive as possible in future management jobs.

It so happened, that my first job as a manager was in a company with people in multiple locations. Since then I’ve worked, as an engineer and leader, in many different geographically distributed companies. This book is coming together and I can honestly say I wish I’d had a book like this when I started.

John.
=====
As of now, the list of chapters is as follows:
Section1
* Chapter 1: Distributed Teams are Not New – AVAILABLE
* Chapter 2: The Real Cost of an Office – AVAILABLE
* Chapter 3: Disaster Planning – AVAILABLE
* Chapter 4: Mindset – AVAILABLE
Section2
* Chapter 5: Physical Setup – AVAILABLE
* Chapter 6: Video Etiquette – AVAILABLE
* Chapter 7: Own your calendar – AVAILABLE
* Chapter 8: Meetings – AVAILABLE
* Chapter 9: Meeting Moderator – AVAILABLE
* Chapter 10: Single Source of Truth
* Chapter 11: Email Etiquette – AVAILABLE
* Chapter 12: Group Chat Etiquette – AVAILABLE
Section3
* Chapter 13: Culture, Trust and Conflict
* Chapter 14: One-on-Ones and Reviews – AVAILABLE
* Chapter 15: Hiring, Firing, Reorgs and Layoffs – AVAILABLE
* Chapter 16: Bring Humans Together – AVAILABLE
* Chapter 17: Career path – AVAILABLE
* Chapter 18: Feed your soul – AVAILABLE
* Chapter 19: Final Chapter
Appendices
* Appendix A: The Bathroom Mirror Test – AVAILABLE
* Appendix B: How NOT to Work – AVAILABLE
* Appendix C: Further Reading – AVAILABLE
=====

“Distributed” ER#5 now available!

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“Distributed” Early Release #5 is now publicly available, just Book Cover for Distributed23 days after ER#4 came out.

Early Release #5 (ER#5) contains everything in ER#4 plus:
* Ch.12 group chat etiquette
* In Ch.2, the section on diversity was rewritten and enhanced by consolidating a few different passages that had been scattered across different chapters.
* Many tweaks/fixes to pre-existing Chapters.

You can buy ER#5 by clicking here, or clicking on the thumbnail of the book cover. Anyone who already has ER#1, ER#2, ER#3 or ER#4 should get prompted with a free update to ER#5 – if you don’t please let me know! And yes, you’ll get updated when ER#6 comes out later this month.

Thanks again to everyone for their ongoing encouragement, proof-reading help and feedback so far. I track all of them and review/edit/merge as fast as I can. To make sure that any feedback doesn’t get lost or caught in spam filters, please email comments to feedback at oduinn dot com.

Now time to brew more coffee and get back to typing!

John.
=====
ps: For the curious, here is the current list of chapters and their status:

Chapter 1: Remoties trend – AVAILABLE
Chapter 2: The real cost of an office – AVAILABLE
Chapter 3: Disaster Planning – AVAILABLE
Chapter 4: Mindset – AVAILABLE
Chapter 5: Physical Setup – AVAILABLE
Chapter 6: Video Etiquette – AVAILABLE
Chapter 7: Own your calendar – AVAILABLE
Chapter 8: Meetings – AVAILABLE
Chapter 9: Meeting Moderator – AVAILABLE
Chapter 10: Single Source of Truth
Chapter 11: Email Etiquette – AVAILABLE
Chapter 12: Group Chat Etiquette – AVAILABLE
Chapter 13: Culture, Trust and Conflict
Chapter 14: One-on-Ones and Reviews – AVAILABLE
Chapter 15: Joining and Leaving
Chapter 16: Bring Humans Together – AVAILABLE
Chapter 17: Career path – AVAILABLE
Chapter 18: Feed your soul – AVAILABLE
Chapter 19: Final Chapter

=====

“Distributed” ER#4 now available!

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Book Cover for DistributedTo start off the new year on a good note, “Distributed” Early Release #4 is now publicly available.

Early Release #4 (ER#4) adds five (yes, five!) new chapters:
* Ch.3 disaster planning
* Ch.5 physical setup
* Ch.6 video etiquette
* Ch.19 career path (around choosing the right employers)
* Ch.20 feed your soul (around mental sanity for long term “remoties”)
…as well as many tweaks/fixes to pre-existing Chapters.

You can buy ER#4 by clicking here, or clicking on the thumbnail of the book cover. ER#4 comes just over one month after ER#3. Anyone who already has ER#1, ER#2 or ER#3 should get prompted with a free update to ER#4 – if you don’t please let me know! And yes, you’ll get updated when ER#5 comes out at the end of the month.

As always, please let me know what you think of the book so far. Is there anything you found worked for you, as a “remotie” or person in a distributed team, which you wish you knew when you were starting? If you knew someone about to setup a distributed team, what would you like them to know before they started?

Thank you to everyone who’s already sent me feedback/opinions/corrections – I track all of them and review/edit/merge as fast as I can. To make sure that any feedback doesn’t get lost or caught in spam filters, please email comments to feedback at oduinn dot com.

Thanks again to everyone for their ongoing encouragement, proof-reading help and feedback so far.

Happy New Year!
John.
=====
ps: For the curious, here is the current list of chapters and their status:

Chapter 1: Remoties trend – AVAILABLE
Chapter 2: The real cost of an office – AVAILABLE
Chapter 3: Disaster Planning – AVAILABLE
Chapter 4: Mindset – AVAILABLE
Chapter 5: Physical Setup – AVAILABLE
Chapter 6: Video Etiquette – AVAILABLE
Chapter 7: Own your calendar – AVAILABLE
Chapter 8: Meetings – AVAILABLE
Chapter 9: Meeting Moderator – AVAILABLE
Chapter 10: Single Source of Truth
Chapter 11: Email Etiquette – AVAILABLE
Chapter 12: Group Chat Etiquette
Chapter 13: Culture, Trust and Conflict
Chapter 14: One-on-Ones and Reviews – AVAILABLE
Chapter 15: Joining and Leaving
Chapter 16: Bring Humans Together – AVAILABLE
Chapter 17: Career path – AVAILABLE
Chapter 18: Feed your soul – AVAILABLE
Chapter 19: Final Chapter

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