Communication at Work - Page 3 of 8

Why You Should Stop Copying Google’s Employee Perks

May 24, 2016 by Sasha Rezvina 2 Comments

Not only is Google rated the #1 place to work year after year, but it’s one of most valuable companies on earth. And that’s by no coincidence. To get there, Google spent years perfecting their employee perks to create a positive and highly-productive environment.

Google Campus Dublin – Gasworks – Microkitchen – Floor Identity: Waterworld – Foto Peter Wurmli – © Camenzind Evolution

But Google has only been able to grow into a $360 billion company by trying bold new things and constantly iterating their systems—not by blindly applying the successful models of other companies.

To succeed as a startup, you also have to be careful not to just adopt trendy fads, but rather find what works best for you through constant iteration. In fact, there are tons of companies that do the opposite of what Google does and thrive as a result.

Here are some examples of super successful startups that refrained from Googlifying their environment.

Trust, But Verify: The Key Management Tool To Build Team Satisfaction

May 3, 2016 by Jimmy Daly 1 Comment

Delegation is one of the hardest management tools for leaders to learn.

We all understand that micromanaging your employees isn’t good for anyone, but when you’re used to being involved in everything, it can be hard to let go. It gets easier as you hire great people and implement sound processes—watching your company grow without your fingerprint on everything is a beautiful thing.

Perspective helps too.

trust but verify micro management yoda

How to Manage the Distinct Personalities of your Remote Team

March 14, 2016 by Shyla Foster Leave a Comment

So you think it’s time for your company to take the plunge and go remote. While you and your team begin to hammer out the details, new concerns bubble up—what if your staff burn out or fall through the cracks? Managing a team with such diverse personalities is tricky enough when you’re under one roof—you can only imagine how it’s going to be once everyone disperses.

Of course, some personalities are better suited for remote work than others. Some members of your remote team will punch the air and run home when you announce that you’re going remote. Others might glance hopelessly around at their office friends, at their favorite desk, at the cozy couch, and not know how to deal.

You can’t 100% predict who will love working remotely and who’ll flounder, but if you’re prepared, you can meet each member of your team halfway to set them up for success.

Here’s a breakdown of the different characters you might have on your team, and how to help them through the transition so they’ll thrive in your (newly) remote business.

What I Learned From Managing an International Remote Team

March 2, 2016 by Charlotte Dillon Leave a Comment

Guest post by Nils Vinje of Glide Consulting. A version of this post appeared on the Glide blog.

Let me start with the good part: when I managed a team of customer success managers in San Francisco, we were really successful. We worked together seamlessly.

We met often to talk about long-term strategy and problems that were coming up, we chatted over lunch about how things were going, and when someone had a question, they came and knocked on my door.

So when I moved into managing a distributed team of CSMs, I applied the same communication strategy: always be available. It didn’t matter that my coworkers were in Tokyo and London instead of down the hall—I would be the same resource I was before.

Now for the bad part: it didn’t work. Simply put, “always be available” isn’t a system.

It took some time to hammer out, but I learned that remote teams need to be much more systematic, document everything, and communicate constantly. Our international team eventually ramped up to become one of the most productive teams I’ve ever worked with, time differences aside. Along the way, I learned that international remote teams can actually be more efficient than co-located ones, as long as they adhere to these processes.

People Management for Rookies

February 3, 2016 by Charlotte Dillon Leave a Comment

Most people who start their own business do it because they have a great idea. Whether they’re setting out to start a new social media site or an environmentally-friendly sock distribution company, they do it because they’re excited about the business concept. People management is usually far from their minds.

It’s one of the least sexy parts of starting your own business. And it’s also the most important one to master.

In fact, people management is one of the things entrepreneurs struggle with the most, in part because it requires such a different skill set than other entrepreneurial qualities. But new entrepreneurs often make the mistake of dismissing it as a secondary task, instead focusing their efforts on what they think are more important duties.

Managing teams—especially remote teams—is hard, but really important. Poor prioritization leads to breakdowns in communication, which lead to mistakes in your team’s work, which spell out failure for your company.

The good news is, managing teams is a learnable skill. It boils down to a handful of daily processes that you can accomplish to be a competent and successful manager.

Progress, Plans, Problems: Sync Your Team with Updates

November 24, 2015 by Rachel Veroff Leave a Comment

If the daily challenge of communicating with your co-workers is driving your crazy, you are not alone. Between all of the different tasks and moving pieces on your schedule, keeping your team members informed about your progress can be a frustrating challenge. It’s equally overwhelming trying to stay up-to-date on what your co-workers are doing. There is a huge amount of information to sift through.

Some companies implement strategies like progress reports and extra meetings to facilitate communication. But these are often time-consuming and they only add to the white noise. It’s time to clear your head. The key to successful communication is clarity, not buzz.

If you want to maximize the efficiency of your team’s status reports, think about using PPP.

PPP Streamlines Communication

Progress, plans, problems is an approach to communication that enables you and your team members to share what you are working on in a friendly and efficient way. The three P’s stand for “progress, plans and problems.” This technique is used by companies like Skype, Ebay, Facebook, and Seedcamp to streamline communication channels between managers and co-workers.

Every week, people report their top 3-5 achievements, goals and challenges in an email memo that is easy to read. It saves time and it helps keep everyone on the same page. The template looks like this:

Progress: What were your three biggest accomplishments this week?
Plans: What are your top three priorities for next week?
Problems: What are three problems you are facing? Problems usually require the help of other people to solve.

It’s important to encourage your team members to give each other updates about their progress on assignments because it allows everyone to see the larger picture. These updates can happen daily, weekly or monthly, depending on your company’s needs.

The three P’s outlined above provide a de facto template to start from. Depending on what your company does, you might decide to add extra categories as you go along. The point is to keep everyone on the team informed and in sync, without wasting a lot of time with lengthy progress reports or meetings.

The Definitive Guide to Daily Standups

November 17, 2015 by Charlotte Dillon 1 Comment

When the business world seeks new productivity tools, it often turns its gaze to Silicon Valley, an industry famous for its ability to eliminate the cruft of the workday. But there’s one productivity tool that has its roots not in open-plan offices, but in military strategy boardrooms: the daily standup meeting.

The daily standup has its instructions in the title. It’s a daily meeting where participants stand. That’s it.

Ideally, the lack of chairs promotes a quick and effective meeting. If the conversation prompts a deeper discussion about a specific topic, it’s tabled for after the daily standup.

It’s a technique that American General William Pagonis used during the First Gulf War, where he served as director of Logistics. Each morning, he had 40 officers meet together in a conference room without a table or chairs. It minimized the need for pleasantries and unnecessary comments. Even military officers, it turns out, have a tendency to digress. Pagonis found that the format maximized productivity crucial to military success. Norman Schwarzkopf, in fact, salutes Pagonis as the “logistical wizard” of the Gulf War.

After hanging up is uniform, Pagonis brought this military precision to his corporate job as a Sears executive. He brought workers into a conference room sans chairs and had a quick run-down of the day. Under his leadership, Sears streamlined its business model, cutting delivery times in half. The standup, Pagonis says, was crucial to Sears’ success. When asked why the daily standup was so effective, he said, “When you sit down, a meeting goes for over an hour or an hour and a half, and you lose everybody. When people are standing, they talk faster or they say I don’t have anything to add.” It’s that simple.

The daily stand-up takes a lot of forms. Some offices do it once a week—others, twice a day. Some use chairs, some do it electronically. Some, as it turns out, are more successful than others. This guide looks at how and why daily standups are so effective, and the best way to implement one into your workday.

Want To Get More Done? Make Communication Harder

October 27, 2015 by Blake Thorne Leave a Comment

Of all the problems the country faces, very few of them make their way to Oval Office.

Yes, there are many problems for the president to solve. There is a lot on his plate. But for every one problem the president is briefed on, there are hundreds — maybe thousands — that never make it to the West Wing. They are intercepted along the way, solved or deemed not critical enough for the Commander in Chief.

It’s hard to communicate with The President. It’s hard to get in touch with the President. Politicians campaign on the promise of addressing everyone’s concerns. But that’s not what they do in office, not even close. It would be impossible. The flood of information and data flying in would crash the whole operation.

So they make it hard to reach the president. Any problem that actually gets there has been vetted and analyzed by many layers underneath him. This happens on purpose. It makes things work. Communicating with the president is hard.

Maybe your organization should take the same approach. Maybe your open door policy is making it too easy for people to hijack people’s time. Maybe adding a little friction to communication could be exactly what you need.

How To Dress When You Work From Home

October 1, 2015 by Blake Thorne Leave a Comment

Work remote, and this conversation comes up all the time.

“You don’t even wear pants to work! Lucky!”

Some version of that.

Workers without an office are the pantsless winners in the occupational lottery, sleeping until 10 before enjoying a few hours of gleeful twirling in an office chair while wearing boxer shorts. At least that’s what the rest of the world seems to think.

In reality, remote work is a lot harder than that. In many ways it’s harder than working in the traditional office setting. It takes discipline, practice and the right kind of person to pull it off.

But unfortunately, many of us have succumbed to the stereotype. OK, maybe we’re wearing pants. But probably not the kind of pants you’d prefer to be seen in outside the house.

When you work in an office, you’re concerned about being presentable for the people around you. Even if the dress code is silicon valley casual, it’s nice if your t-shirt and hoodie aren’t stained. Or worse, smelly. It’s being polite to the people around you. Or as iconic designer Tom Ford put it: “Dressing well is a form of good manners.”

Working remote makes it easy to ignore this.

Dressing well isn’t just for other people. It makes you feel better. It helps your self esteem. It gives you confidence. It helps you feel — and thus, act — like the best version of yourself. Even if you work from home, the best version of yourself isn’t wearing dirty gym shorts and a smelly oversized sweatshirt.

The legendary writer Gay Talese works each day from a home office underneath his New York townhouse. Before going to work alone in his basement all day, Talese puts on a jacket and tie. Talese channels his Italian heritage and the phrase “La bella figura,” the beautiful figure, a reminder to put care into how one looks and composes themselves.

So maybe you’re not an 83-year-old magazine writer. Maybe you’re a 33-year-old designer. La bella figura can be a part of your life, too. You just have to find your own version of it.

It probably doesn’t include a jacket and tie. And that’s OK.

Here’s my rule of thumb on all this. I call it the waiting room rule. If there suddenly were an emergency and you had to spend the next 12 hours in a hospital waiting room (morbid, but stay with me), would you be embarrassed about what you’re wearing? If so, don’t wear it to your remote job.

You gotta find what works for you. Here’s a guide to get you started*

How to convince your boss to hold fewer meetings [a step-by-step guide]

September 29, 2015 by Blake Thorne 1 Comment

Try stealing money from your company’s bank account and you’re behind bars for a very long time. Steal thousands of dollars from the company in another way, and you’re a forward thinking go-getter.

We’re talking about time, and the countless hours wasted in frivolous meetings every day. Because time is what people exchange for money at work. And time is more precious than money. You can’t grow time. You can’t set some aside now and have more of it to spend later. You can’t use it foolishly and get a refund the next day. Time comes and goes, regardless of what you do with it.

That’s what makes frivolous meetings even more wasteful. Say you pull 10 people into a meeting that runs 90 minutes. Say the average hourly cost of each employee (after benefits, overhead, etc.) is $50 per hour. That’s a $750 meeting. Run that meeting once a week, and that’s a nearly $40,000 cost.

Why You Should Stop Copying Google’s Employee Perks

Trust, But Verify: The Key Management Tool To Build Team Satisfaction

How to Manage the Distinct Personalities of your Remote Team

What I Learned From Managing an International Remote Team

People Management for Rookies

Progress, Plans, Problems: Sync Your Team with Updates

PPP Streamlines Communication

The Definitive Guide to Daily Standups

Want To Get More Done? Make Communication Harder

How To Dress When You Work From Home

How to convince your boss to hold fewer meetings [a step-by-step guide]

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