22 Oct 2013
[UPDATE: The newest version of this presentation is here. joduinn 12feb2014, 09nov2014]
Last week, I had the distinct privilege of being invited back to present “We are all remoties” in UCBerkeley’s “New Manager Bootcamp” series at Haas.
The auditorium was packed with ~90 people, from a range of different companies and different industries. After my experiences at Mozilla Summit, I started by asking two specific questions:
1) How many of you are remote? (only ~5% of hands went up).
2) How many of you routinely work with people who are not in the same geographical location as yourself (100% of the hands went up!).
I found it interesting that few thought of themselves as “remotie”, yet all were working in geo-distributed teams.
This was similar to what came up during the “We are all remoties” sessions at MozillaSummit just a few days before, as well as at other previous “We are all remoties” sessions I’ve done elsewhere. Somehow, physically working in an office tricks some people into believing they don’t need to think of themselves as “remote”, and hence don’t think “We are all remoties” is relevant to them!?
People were fully engaged, asking tons of great questions right from the start, and were clearly excited by practical tips to working more effectively in distributed groups. The organizers planned ahead, and specifically put this session immediately before lunch, so that the Q+A could continue overtime… and a separate crowded room of 15-20 people continued the great back/forth over food.
After lunch, I was part of a 4-person panel, where the class got to set direction and ask all the questions – no holds barred. As the class, and the panelists, all came from different backgrounds, different cultures, different careers, it was no surprise that the Q+A uncovered different perspectives and attitudes. The class were agreeing/disagreeing with each other and with the panelists. We even had panelists asking each other questions?!?! As individual panelists, we didn’t always agree on the mechanics of what we did, but we all agreed on the motivations of *why* we did what we did: doing a good job, while also taking care of the lives and careers of the individuals, the group, and the overall organization.
The trust and honesty in the room was great, and it was quickly evident that everyone was down-to-earth, asking brutally honest questions simply because they wanted to do right with their new roles and responsibilities. Even while being on the spot with some awkward questions, I admired their sincere desire to do well in their new role, and to treat people well. It gave me hope, and I thank them all for that.
Big thanks to Homa and Kim for putting it all together. I found it a great experience, and the lively discussions during+after lead me to believe others did too.