I feel like most engineers are pretty good at working remotely (c.f. all of open source). Managers however seem to have a very hard time adjusting. If I were to give some "best practices" for remote management, they would be: * Don't worry about how your reports are spending their time. If someone doesn't get back to you, they are busy. * Don't factor an employee's location into their compensation. * Minimize meeting…
>I actually think it might be nice for a company to provide a therapist for people to to privately talk to. That's always been a weird roll that managers often play. It would be interesting to break down what percentage of 1:1 time with employees is spent in therapy-like discussions. It feels like this role isn't recognized enough, except perhaps by the managers themselves.
As an engineer, having someone above you in the chain of command who regularly asks things like "how are you feeling about work? Bad? Good? Are you stressed or content?" is a big deal. Even if the answer is a totally noncommittal "everything's fine" 99% of the time, that 1% is absolutely critical to be aware of.