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Why Bad CEOs Fear Remote Work (2021)
61–70 of 129 posts
Re: Why Bad CEOs Fear Remote Work (2021)
#62Earlier quoted context omitted.
It is. It's almost impossible to fake performance since there's only one parameter to measure: work / result / etc. Good performers will produce better / more result, more initiative, and more responsive. However it's also easier for a bad, micromanaging managers to make their team appears low performant. That's basically the trade off.
I disagree. Someone who's always getting Slacked with requests and keeps unblocking people won't be doing the work you're measuring, but they're helping 20 people do their work in half the time.
Then what's the problem? There'll be work record somewhere, either emails, commits (if they're software engineers) or system audit trails.
Moreover if you ask those 20 people during performance review, it'll clear as day.
Re: Why Bad CEOs Fear Remote Work (2021)
#63I am at a point in my career where I can be selective and only consider 100% remote roles. I am also a manager, so I understand some of the management challenges that lead people to dismiss or be skeptical of the claim that remote work can be just as effective as office work. One thing I will admit: It is harder, as a remote manager, to manage low performers or people who show signs of disengagement. You can get more…
> I am at a point in my career where I can be selective and only consider 100% remote roles.
I assume “point in career” you mean “around the block for a while”. My kid graduated and considered only remote jobs, and after a couple of years when the big-company employer tried Return to Office he jumped to a startup. That’s just an n of one, but these days anybody can consider it.
My company is not 100% remote, but that’s only because we have a chem lab with some special instruments and other equipment. But if/when you don’t need to be in the lab, remote is the default.
Re: Why Bad CEOs Fear Remote Work (2021)
#64Earlier quoted context omitted.
I agree with you a fair assessment is warranted. Dismissing the downsides of remote work leads to unrealistic expectations/conversations. That said, > You can get more out of an office worker who lacks intrinsic motivation than a similar remote worker. Is this because for an office worker it's harder to disguise the lack of motivation? Or are they pressured into going through the motions even if they don't feel like…
As a remote worker and manager, I see you. When folks on my teams are not feeling it, I tell them to just let me know they're taking the rest of the day or the day and I've got it covered. People are not machines to grind widgets out all day long, some days will be very productive, some days will be useless. That's okay. I'm optimizing over long periods of time. I care about the mental health and wellbeing of those w…
"None of this work really matters in the end"
I look forward to this not being true
Re: Why Bad CEOs Fear Remote Work (2021)
#65maybe we need tackle this from a totally different perspective.
tie the performance to rewards monthly, no more stable monthly salary other than some base salary, you get paid each month based on your results, the manager can focus on how to itemize the tasks and set expectations, instead of how to watch out low performers.
the better you perform, the more you earn, if the produce is not good for a while, you're let go so you can focus on your other freelance jobs.
yeah this is rare a common approach, but something needs to be changed to cope with remote jobs.
Re: Why Bad CEOs Fear Remote Work (2021)
#66Remote work should just be for call center type jobs (where the feed of work is consistent); sales people that constantly visit clients (which doesn't happen much now ); or extremely talented superstars. For everyone else that has a bad commute and wants to be home, they should consider retiring or get one of the jobs above. If people can't don't 5 days in office, they should move to a 4 day work week and get 80% of…
Let me counter by saying in-office work should be just for poor performers who need to be watched, or socialites who like to pretend to work but maintain their role by being popular with the right people.
I can be reductive as well!
Re: Why Bad CEOs Fear Remote Work (2021)
#67I am at a point in my career where I can be selective and only consider 100% remote roles. I am also a manager, so I understand some of the management challenges that lead people to dismiss or be skeptical of the claim that remote work can be just as effective as office work. One thing I will admit: It is harder, as a remote manager, to manage low performers or people who show signs of disengagement. You can get more…
> You just have to have the right people on the team
you put it nicely, the flip side is most of companies/teams may not have the luxury to have all 100% right people, they may get disengaged and some of them may come back engaged again. the challenge here is remote work makes it relatively harder to get some of them back on track.
Re: Why Bad CEOs Fear Remote Work (2021)
#68The hard part about remote is collaboration outside of meetings is hard. Chat is soul-less and leads to a lot of misunderstandings with tone. Video is too formal. Phone is interrupt. For the past 6 months we've been using a walkie-talkie app that transcribes and it's pretty magical. It feels like it's solved some of the issues with unstructured collaboration. Plus the bonus is you can add anyone to a discussion and t…
I've noticed teens using snapchat to just send quick videos. Just one sentence and then send. Is there anything like this for work, maybe where I can do a really fast screen recording?
Re: Why Bad CEOs Fear Remote Work (2021)
#69Earlier quoted context omitted.
As a remote worker and manager, I see you. When folks on my teams are not feeling it, I tell them to just let me know they're taking the rest of the day or the day and I've got it covered. People are not machines to grind widgets out all day long, some days will be very productive, some days will be useless. That's okay. I'm optimizing over long periods of time. I care about the mental health and wellbeing of those w…
"None of this work really matters in the end" I look forward to this not being true
I wish you meaningful work if you can find it. Most work is not; self awareness and full context is important in how we operate when interacting with others professionally.
If you die tomorrow, are fired, or laid off, you will be replaced. If your company fails, you will move on to the next job. Per the US BLS, approximately 20% of new businesses fail during the first two years of being open, 45% during the first five years, and 65% during the first 10 years. Only 25% of new businesses make it to 15 years or more. Broadly speaking, ~90% of startups fail. So, I also wish you luck.
Very few of us are saving or improving actual lives or legitimately changing the world for the better (deep gratitude to those folks). The rest of us are not. I am sorry to be the messenger.
Re: Why Bad CEOs Fear Remote Work (2021)
#70Earlier quoted context omitted.
The best setup is that my organization builds an office that is a 10-15 minute walk from my existing home and I come in whenever I want. And whenever I decide to come in, everyone else does too. Until that happens I guess I'll just have to settle with fully remote.
Sorry, not trying to be mean but the company should build(or rent/buy) an office for you to use part time?
I should have better hinted at my psuedo-sarcasm. I do find meaningful in-person interaction and collaboration are valuable for personal, professional, and mental reasons. However, the real beneficial interactions seem to happen only infrequently, and when they do I don't think that what we have to give up for the slight chance to realize those moments to happen a small percentage of the time are worth the squeeze (work/life balance, commute times, etc.). Hybrid situations in my experience only end up providing the worst of both worlds as everyone isn't in-person at the same time.