“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

HOWTO fix Skype hang during login on OSX 10.10.5

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A few days ago, my Skype stopped working. Specifically, every time I started Skype, it would hang while logging into the Skype network. It took a while to debug this, so here are the details of how I fixed it, in case it helps others – or I have to do this again!

What am I running:

  • MacBookPro running OSX 10.10.5
  • Skype-for-Mac v7.18.342

Symptoms:
When starting Skype, I saw the usual blue Skype window with the white blob moving in a circular pattern to show progress… and after literally one second or maybe two seconds, that blue window would disappear, leaving the Skype icon grayed out on the Mac taskbar. If I tab-switched to the Skype application, the mouse cursor would instantly pinwheel and the Skype menus would not respond to any mouse clicks. If I pressed command-option-escape to view all running applications, the Skype application was listed as “Not responding”. At first, I dismissed it as some odd intermittent problem, then killed and restarted Skype. Only to have it hang again, exactly the same way. This hang happened 100% of the time.

It had been almost a week since I last used Skype, so I wasn’t *certain* what I had changed since my last Skype call. I knew there were no hardware changes, OS patch changes. If anything changed at all, it is possible that Skype auto-updated or that Adobe Flash prompted me to manually update since my last Skype call, but I am not 100% certain.

Here’s some things I tried first, unsuccessfully:

  • Force-quit Skype. Double-click on Skype to restart it. Hang.
  • Force-quite Skype. Reboot mac. Double-click on Skype to restart it. Hang.
  • To verify that my Skype account was ok, the Skype servers were up-and-running, and my wifi router was not misbehaving, I started Skype on my phone and also on my tablet. Both logged in fine, using wifi and both worked first time.
  • Download the latest version of Skype (which was the same 7.18.342 version) from Skype.com download page. Installed new download of Skype 7.18.342 over existing installation of Skype 7.18.342. Reboot mac. Double-click on Skype to restart it. Hang.
  • All to no success.

Frustrated, I spent some time googling the internet, tried lots of variations on the above steps – all without success. Finding old unanswered pleas for help in customer forums from others with the same problem is never encouraging. Now it was serious. I finally stumbled across this post about Skype crashing a computer which helped – even though my skype was not crashing, and certainly not crashing my computer!

Here’s the steps that fixed it:

  • Kill Skype. Out of paranoia, I rebooted my mac.
  • Using Chooser, rename the directory “/Users/[your-user-name]/Library/Application Support/Skype” to “/Users/[your-user-name]/Library/Application Support/Skype.broken_yyyy_mm_dd” (I find this helps me later figure out when I last had to fix this problem!)
  • Change skype on Dock to not auto-start on login.
  • Download new installation Skype dmg from Skype.com download page. At time of writing, the latest version was v7.18.342 v7.19.407. v7.21.350
  • Install new Skype 7.19.407 over existing installation of Skype.
  • Reboot mac.
  • Double-click on Skype icon on Mac Dock or in Application folder. (Do *not* double-click on skype.app located in the “Application Support” folder – that will not work.)
  • Success!
  • On first login, my contacts and previous messages were all missing. However, over the next minute or so, all my previous contacts as well as all previous messages showed up again. When all settled down, the only thing that was missing all was my “starred contacts” list, which was easy to manually re-create.

Hope that helps.
John.
(Updated to include new version of Skype, and to note that after several weeks of Skype running just fine, Skype hung again this morning. If this happens again with Skype v7.19.407, I’ll update this post. joduinn 27jan2016)

(Updated to include new version of Skype, and to note that after several weeks of Skype running just fine, Skype hung again just now after reboot. Unclear if caused by reboot or by upgrade to xcode, which caused me to reboot. Lets see if this new version v7.21.350 works better. joduinn 27feb2016)

Increase growth and revenue by becoming distributed

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In my recent blog post about the one-time-setup and recurring-costs of an office, I mostly focused on financial costs, human distraction costs, and the cost of increased barriers to hiring. This post talks about another important scenario: when your physical office limits potential company revenue.

Pivigo.com is a company in London, England, which connects companies that need help with data science problems with Ph.D data science graduates who are leaving academia looking for real-world problems to solve. This 2.5 year old company was founded by Dr Kim Nilsson, (ex-astronomer and MBA!), and as of today employs 4 people.

For Pivigo to be viable, Kim needed:

  • a pipeline of companies looking for help with their real-world Data Science problems. No shortage there.
  • a pipeline of Ph.D graduates looking for their “first non-academic” project. No shortage there.
  • a carefully curated staff of people who understand both Academic and Commercial worlds are essential to help keep things on track, and make sure the event is a success for everyone. Kim has been quietly, diligently working on growing a world-class team at Pivigo for years. Tricky, but Pivigo’s hiring has been going great – although they are always interested to meet outstanding people!
  • a physical place where everyone could meet and work together.

Physical space turned out to be the biggest barrier to Pivigo’s growth and was also the root cause of some organizational problems:

1) Venue: The venue Pivigo had guaranteed access to could only be used once a year, so they could only do one “event” each year. Alternate venues they could find were unworkable because of financial costs, or the commute logistics in London. Given they could only have one course per year, it was in Pivigo’s interest to have these classes be as large as possible. However, because of the importance of creating a strong network bonding between the participants, physical size of venue, and limits on skilled human staffing, the biggest they could do was ~80 people in this once-a-year event. These limits on the once-a-year event puts a financial cap on the company’s potential revenue.

2) Staffing: These big once-a-year events were super-disruptive event to all the staff at Pivigo. Between the courses, there was administrative work to do – planning materials, interviewing candidates and companies, arranging venue and hotel logistics, etc. However, the “peak load time” during the course clearly outscaled the “low load time” in between courses. Hiring for the “peak load times” of the courses meant that there would be a lot of expensive “low load / idle time” between each peak. The situation is very similar to building capacity in fixed cost physical data centers compared to AWS variable-by-demand costs. To add to the complexity, finding and hiring people with these very specialised skills took a long time, so it was simply not practical to “hire by the hour/day” a la gig-economy. Smoothing out the peaks-and-troughs of human workload was essential for Pivigo’s growth and sustainability. If they could hold courses more frequently, they could hold smaller, more frequent, courses and reduce the “peak load” spike. Also, changing to a faster cadence of smaller spikes would make Pivigo operationally more sustainable and scalable.

3) Revenue: Relying on one big event each year gives a big spike of revenue, which the company then slowly spends out over the year – until the next big event. Each and every event has to be successful, in order for the company to survive the next year. This makes each event a high-risk event for the company. This financial unpredictability limits company long term planning and hiring. Changing to smaller, more frequent, courses make Pivigo’s financial revenue stream healthier, safer and more predictable.

4) Pipeline of applicants: Interested candidates and companies had a once-a-year chance to apply. If they missed the deadline or were turned away because the class was already full, they had to wait an entire year for the next course. Obviously, many did not wait – waiting a year is simply too long. Holding these courses more frequently make it more likely that candidates – and companies – might wait until the next course. Finding a way to increase the cadence of these courses would improve the pipeline for Pivigo.

If Pivigo could find a way to hold these courses more frequently, instead of just once-a-year, then they could accelerate growth of their company. To do this, they had to fix the bottleneck caused by the physical location.

Three weeks ago, Pivigo completed their first ever fully-distributed “virtual” course. It used no physical venue. And it was a resounding success. Just like the typical “in-person” events, teams formed and bonded, good work was done, and complex problems were solved. Pivigo staff, course participants and project sponsors were all happy. Just like usual.

This maps shows everyone’s physical location.
Map of locations

To make this first-ever fully-distributed “virtual” S2DS event successful, we focused on some ideas outlined in my previous presentations here, here and also in my book. Some things I specifically thought were worth highlighting:

1) Keep tools simple Helping people focus on the job-at-hand required removing unnecessary and complex tools. The simpler the tools better. We used zoom, slack and email. After all, people were here to work together on a real-world data science problem, not to learn how to use complex tools.

2) Very crisply organized human processes. None of these people were seasoned “remoties”, so this was all new to all of them. They first met as part of this course. They had to learn how to work together as a team, professionally and as social humans, at the same time as they worked on their project which had to be completed by a fixed deadline.

3) As this was Pivigo’s first time doing this, Kim made a smart decision to explicitly limit size, so there were only 15 people. This gave Kim, Jason and the rest of the staff extra time and space to carefully check in with each of the remote participants and gave everyone best chance of success. Future events will experiment with cohort sizes.

4) Each participant said that they only applied because they could attend “remotely” – even though *none* of them had prior experience working remotely like this. Pivigo were able to interview, and recruit participants who would normally not even apply for the London-based event. The most common reason I heard for not being able to travel to London was disruption to parents with new children – successful applicants worked from their homes on real-world problems, while still being able to take care of their family. The cost of travel to/from England, and the cost of living in London were also mentioned. The need and demand was clearly there. As was their willingness to try something they’d never done before.

5) I note the diversity impact of this new approach. This cohort had a ratio of 26% female / 74% male, while prior in-person S2DS classes typically had a ratio of 35% female / 65% male. This is only one data point, so we’ll watch this with the next S2DS event, and see if there is a trend.

The Virtual S2DS programme was a success. The project outcomes were of similar quality to the campus based events, the participants felt they got a great experience that will help their careers going forward, and, most importantly, the group bonded more strongly than was expected. In a post-event survey, the participants said they would reach out to each other in the future if they had a question or a problem that the network could help with. Interestingly, several of them also expressed an interest in continuing remote working, something they had not considered before.

For Kim and the Pivigo team, this newly-learned ability to hold fully distributed events is game-changing stuff. Physical space is no longer a limiting factor. Now, they can hold more frequent, smaller courses – smoothing down the peaks and troughs of “load”, while also improving the pipelines by making their schedule more timely for applicants. Pivigo are investigating if they could even arrange to run some of these courses concurrently, which would be even more exciting – stay tuned.

Congratulations to Kim and the rest of Pivigo staff. And a big thank you to Adrienne, Aldo, Christine, Prakash, Nina, Lauren, Gordon, Lee, Christien, Rogelio, Sergio, Tiziana, Felipe, Fabio and Mark for quietly helping prove that this approach worked just fine.

John & Kim.
=====
ps: Pivigo are now accepting applications for their next “virtual” event and their next inperson event. If you are an M.Sc./Ph.D. graduate, with a good internet connection, and looking for your first real-world project, apply here: http://www.s2ds.org/. Companies looking for help with data science problems can get in touch with Kim and the rest of the Pivigo team at info@s2ds.org.

“Distributed” ER#3 now available!

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Book Cover for DistributedEarlier this week, just before the US Thanksgiving holidays, we shipped Early Release #3 for my “Distributed” book-in-progress.

Early Release #3 (ER#3) adds two new chapters: Ch.1 remoties trends, Ch.2 the real cost of an office, and many tweaks/fixes to the previous Chapters. There are now a total of 9 chapters available (1,2,4,6,7,8,10,13,15) arranged into three sections. These chapters were the inspiration for recent presentations and blog posts here, here and here.)

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

Please let me know what you think of the book so far. Your feedback get to help shape/scope the book! Is there anything I should add/edit/change? 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 were going to setup a distributed team today, what would you like to know before you started?

Thank you to everyone who’s already sent me feedback/opinions/corrections – all changes that are making the book better. I’m merging changes/fixes as fast as I can – some days are fixup days, some days are new writing days. All great to see coming together. To make sure that any feedback doesn’t get lost or caught in spam filters, it’s best to email a special email address (feedback at oduinn dot com) although feedback via twitter and linkedin works also. Thanks again to everyone for their encouragement, proof-reading help and feedback so far.

Now, it’s time to get back to typing. ER#4 is coming soon!

John.

The real cost of an office

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Woodwards building Vancouver demolition 2 by Tannoy | CC BY-SA 3.0 via Wikimedia Commons

The shift from “building your own datacenter” to “using the cloud” revolutionized how companies viewed internal infrastructure, and significantly reduced the barrier to starting your own fast-growth, global-scale company. Suddenly, you could have instant, reliable, global-scale infrastructure.

(Personally, I dislike the term “cloud” but it’s the easiest vendor-neutral term I know for describing essential infrastructure running on rent-by-the-hour Amazon AWS, Google GCE, Microsoft Azure and others…)

Like any new major change, “the cloud” went through an uphill acceptance curve with resistance from established nay-sayers. Meanwhile, smaller companies with no practical alternatives jumped in with both feet and found that “the cloud” worked just fine. And scaled better. And was cheaper to run. And was faster to setup, so the opportunity-cost was significantly reduced.

Today, of course, “using the cloud” for your infrastructure has crossed the chasm. It is the default. Today, if you were starting a new company, and went looking for funding to build your own custom datacenter, you’d need to explain why you were not “using the cloud”. Deciding to have your own physical data center involves one-time-setup costs as well as ongoing recurring operational costs. Similarly, deciding to have a physical office involves one-time-setup costs as well as ongoing recurring operational costs.

Rethinking infrastructure from the fixed costs of servers and datacenters to rented by the hour “in the cloud” is an industry game changer. Similarly, rethinking the other expensive part of a company’s infrastructure — the physical office — is an industry game changer.

Just like physical datacenters, deciding to setup an office is an expensive decision which complicates, not liberates, the ongoing day-to-day life of your company.

The reality of having an office

It is easy to skip past the “Do we really need an office?” question – and plunge into the mechanics, without first thinking through some company-threatening questions.

What city, and which neighborhood in the city, is the best location for your company office? Sometimes the answer is “near to where the CEO lives”, or “near the offices of our lead VCs”. However, this should include answers to questions like “where will we find most of the talent (people) we plan to hire?” and “where will most of our customers be?”.

What size should your office be? This requires thinking through your hiring plans — not just for today, but also for the duration of the lease — typically 3–5–10 years. The consequences of this decision may be even longer, given how some people do not like relocating! When starting a company, it is very tricky to accurately predict the answers to these questions for multiple years into the future.

Business plans change. Technologies change. Market needs and finances change. Product scope changes. Companies pivot. Brick-and-mortar buildings (usually) stay where they are.

If you convince yourself that your company does need a physical office, setting up and running an office is “non-trivial”. You quickly get distracted by the expensive logistics and operational mechanics of a physical building – instead of keeping focus on people and the shipping product.

You need to negotiate, sign and pay leases. Debate offices-with-doors vs open-plan — and if open-plan, do you want library-quiet, or bull-pen with cross-chatter and music? Negotiate seating arrangements — including the who-gets-a-window-view debate. Construct the actual office-space, bathrooms and kitchens. Pick, buy and install desks, chairs, ping-pong tables and fridges. Set up wifi, security doorbadge systems, printers, phones. Hire staff who are focused on running the physical office, not focused on your product. The list goes on and on. All of these take time, money and most importantly focus. This distracts humans away from the entire point of the company — hiring humans to create and ship product to earn money. And the distraction does not end once the office is built — maintaining and running a physical office takes ongoing time, money and focus.

After your office is up-and-running, you discover the impact this new office has on hiring. You pay to relocate people who would be great additions to your company, but do not live near your new office. You are disappointed by good people turning down job offers because of the location. You have debates about “hiring the best person for the job” vs “hiring the best person for the job who is willing to relocate”. You have to limit hiring because you don’t have a spare desk available. You need to sublease a part of your new office space, because growth plans changed because revenue didn’t go as well as hoped – and now you have unused idle office space costing you money every month.

The benefits of no office

You dedicate more time, money and focus on the people, and the shipping product — simply by avoiding the financial costs, lead-time-delays and focus-distractions of setting up a physical office.

Phrased another way: Distributed teams let you focus the company time and money where it is most important — on the people and the product. After all, it doesn’t matter how fancy your office is unless you have a product that people want to use.

Having no office lets you sidestep a few potentially serious and distracting ongoing problems:

You don’t need to worry about signing a lease for a space that is too small (or too large) for the planned growth of the company. You avoid adding a large recurring cost (a lease) to the company books, which impacts your company’s financial burn rate.

You don’t need to worry if the location of the office helps or hinders future hiring plans. You don’t need to worry about good people turn down your job offers simply because of the office location. You can hire from a significantly larger pool of candidates, so you can hire better and faster then all-in-one-location competitors. For more on this, see .

Even larger companies like Aetna, with established offices, have been encouraging work-from-home since 2005 – because they can hire more people and also because of the money savings from real estate. Last I’ve heard, Aetna was saving $78 million a year by having people work from home. Each year. No wonder Dell and others are now doing the same.

You sidestep human distractions about office layout.

You don’t need to worry about business continuity if the office is closed for a while.

Sidestepping all these distractions helps you (and everyone else in the company) focus attention and money on the people and the product you are building and shipping. This is a competitive advantage over all-in-one-office companies. Important stuff to keep in mind when you ask yourself “Do we really need an office?”

(Versions of this post are on medium.com and also in the latest early release of my “Distributed” book.)

(Photo credit: Woodwards building Vancouver demolition 2 by Tannoy | CC BY-SA 3.0 via Wikimedia Commons)

“Distributed” Early Release #2 now available!

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Book Cover for DistributedLast week, we rolled out Early Release #2 for my “Distributed” book-in-progress.

EarlyRelease#2 (ER#2) adds two new chapters (Ch.12 one-on-ones and reviews; Ch.14 group socials and work-weeks). There are also a bunch of tweaks and fixes to the previous Chapters 1,5,6,7,9, including grouping related chapters into three sections.

This is one month after ER#1. You can buy ER#2 by clicking here, or clicking on the thumbnail of the book cover. Anyone who already bought ER#1 should get prompted to update to ER#2. (If you don’t please let me know!). And yes, you’ll get updated when ER#3 comes out. For added goodness with an Early Release, your feedback get to help shape/scope the book!

Please let me know what you think of the book so far. Is there anything I should add/edit/change? 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 were going to setup a distributed team today, what would you like to know before you started?

Thank you to everyone who’s already sent me feedback/opinions/corrections – all changes that I hope make the book better. To make sure that any feedback doesn’t get lost or caught in spam filters, it’s best to email a special email address (feedback at oduinn dot com) although feedback via twitter and linkedin works also. Thanks again to everyone for their encouragement, proof-reading help and feedback so far.

Now, it’s time to brew more coffee and get back to typing. ER#3 is only a few weeks away!

John.

Looking for a job in a “remote friendly” company?

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Last week, I was looped into a few different discussions around “what companies are remote-friendly”, “how to find a job when you are a remotie” and “what companies have a good remote culture?”. These questions are trickier than one might expect – after all, everyone will have their own definition of “good”.

My metric for deciding if a company has a good remote culture is a variation of the Net Promoter Score:


“if you work remotely for a company, would you recommend the company to a friend?”


If you don’t find a remote job by word-of-mouth referral from a friend, how can you find a job in a remote friendly company? I have been accumulating a few useful sites for remote job seekers, avoiding all the “make $$$ working from home” spam out there. After last week’s discussion, I realized I haven’t seen this list posted in any one place, so thought it worthwhile to post here. Without further ado, in no particular order, here goes:

Some sites seemed more focused on freelancer / short term positions, which were less of interest to me at this time, so I’ve skipped most of those, and only listed a couple here for completeness:

Some of these sites are better then others in terms of how you search for “remote” jobs – for example, I think this needs a little UX love. But something is better then nothing. As I said in my presentation at Cultivate NYC, for job-listings posted on your own company website, simply having “remote welcome” in the job description is a great quick-and-easy start.

Hopefully, people find this list useful. Of course, if there’s any forums / job boards listing remote jobs that you see missing from here, please let me know.

(Thanks to @laurelatoreilly, @jessicard, @qethanm and @hwine for last week’s discussion.)
John.

(Updated to add powertofly.com joduinn 05jan2016)
(Updated to add teleworksusa.com joduinn 05jan2016)
(Updated to add talent.hubstaff.com and fix some typos/grammar joduinn 11jun2017)
(Updated to add remotey.com joduinn 27sep2017)

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