Here’s a short video with Matt Mullenweg, founder and CEO of Automattic*. He talks a bit about lessons he’s learned in running a distributed company, and why he calls his workforce distributed rather than remote.
These are his three tips for physical companies interested in transitioning to distributed work:
Document everything – so that key information like the reasons for decisions are clear to those who weren’t in the room.
Move communications online – “when everything’s shared and public, it allows new people to read through and catch up quickly.”
Find the right tools – “If you look around the office, the things that change how you work probably aren’t objects anymore – they’re things you access through your computer. So test out and experiment with different tools for collaboration – see what works.”
Create productive face-to-face time -Automattic holds an annual get together “half-work, half-play” to create the empathy and connection that helps the distributed team work together productively for the rest of the year.
Give people the flexibility to create their own work environment – “Every person in Automattic has a co-working stipend… and a home-office stipend… so that they can have the most productive environment for them.
I feel wary of losing the connection and accountability that in-person work allows, but there’s a long list of potential upsides here – including a wider talent pool, greater diversity of perspectives, more time and flexibility for employees, huge savings on office space and other overheads that can be spent on other things – that make it worth thinking more deeply about this.
Today there are just a few companies that are distributed first, but if you fast-forward a decade or two I predict that 90% of the companies that are going to changing the course of the world are going to function this way. I think that companies will evolve to be distributed first, or they’re going to replace those that are.
My last post got me thinking again about the toolkit for making change and building a good future. What follows started out as the tail of that post but grew too long, so I’ve cut it off and put it here as a springboard to bounce off (or a wave to ride) later.
So here are some tools…
There are a set of practices and principles – many of them falling under the umbrella of normal ‘management’ – that are well-established and effective for running organisations. You will need to tailor them to your context, but understanding and applying them will make an enormous difference to your ability to build and run a sustainable and effective organisation. Drucker and Tom Peters are great places to start for foundational principles. Books like Financial Intelligence and 4DX are great for specifics.
There’s an overlapping set from the world of small business, startups and bootstrapping that will help you build the thing from nothing in the first place, and make it sustainable. The E-myth (which I’ve just discovered is available for a great price on amazon) is great for establishing operations (and overlaps with the previous category), as is Steve Blank‘s Startup Owners Manual (amazon) in combination with Alex Osterwalder‘s Business Model Generation (amazon). I’ll make a post of videos and audio by these people and put a link to it here.
There are resources for thinking about marketing in the deep sense – making something that people want or need and sharing it with them in such a way that they see its value and talk about it to others – is another overlapping area. I’d start with Seth Godin – probably This is Marketing (amazon) or Purple Cow (amazon) – and throw in Bernadette Jiwa’s The Fortune Cookie Principle (amazon) as another good starting point.
And there’s a whole load of writing about personal growth and effectiveness that really helps you to get these things done…
If you can’t replicate something because you don’t understand it, then it really hasn’t been invented; it’s only been done.
When I published The Practice of Management fifty years ago [in 1954], that book made it possible for people to learn how to manage, something that up until then only a few geniuses seemed to be able to do, and nobody could replicate it.
When I came into management, a lot of it had come out of the field of engineering. And a lot had come out of accounting. And some of it came out of psychology. And some more came out of labour relations. Each of those fields was considered separate, and each of them, by itself, was ineffectual.
You can’t do carpentry, you know, if you have only a saw, or only a hammer, or if you have never heard of a pair of pliers. It’s when you put all of those tools into one kit that you invent. That’s what I did in large part inThe Practice of Management – I made a discipline of it.
Peter Drucker – from Frontiers of Management in The Daily Drucker
Understand the tools (make them if you have to). Build a tool kit. Make it reproducible.
I have mixed feelings about this quote from Drucker. On the one hand, bringing together a set of reliable tools for making effective non-profits or social enterprises is exactly what I’m trying to do with DriverlessCroc. On the other, a lot of the things that make these organisations effective in their contexts are very hard to reproduce – often apparently serendipitous combinations of people and resources in the right times and places, with combinations of vision, skills and technology that aren’t reproducible because they haven’t happened before – and might not again.
The point, I think, is to learn which tools are out there and how to use them so that you can be more effective at the creative, unreproducible work that only you can do in your context. Use the tools to make a new tool for change: your organisation.
I’ve posted a few thoughts about what some of these are here – more to come soon.
There’s another kind of just in time. This is the kind when you lie to yourself: “I’ll just squeeze this extra thing in, and I’ll get there just in time.”
Pro tip: things that start with “I’ll just…” cost more than you think.
“I’ll just…” jobs usually end up taking longer, or they leave you dissatisfied because you didn’t do them well, or mean that you have to rush the next thing (like getting out the door), that you forget something, that you arrive late or flustered and on the back foot, that your thoughts and emotions are busy with something else. That you miss possibilities.
Next time you find yourself with ten minutes before you have to go and think “I’ll just write one more email” or “I’ll just check my messages”, count first what it’s actually going to cost in terms of time and emotional energy:
Is this a job that you can finish well and feel good about in two minutes (which probably means five to ten)?
Is it a job that you can leave – and feel happy about leaving – half done?
Is it worth the cost of energy and concentration and the likely rush later to squeeze it in?
Who is it going to cost? It will always cost you, and will usually also cost whoever you’re showing up for next.
Try this instead, for yourself and for them:
“I’ll just… leave ten minutes early, and enjoy the walk.”
There’s a good sort of just in time. We plan something, know what needs to happen and how, know what we need to do it well, when, where and with whom.
This kind of just in time feels great, with the right amount of tension for whatever it is we’re doing. Good training events feel tight like the skin of a drum – focused and snappy and free from clutter. There is time to share the material clearly, time to apply and discuss. There’s time and concentration to spare to tweak the way we present, double-check misunderstandings or discuss special cases. Time to focus and engage properly. The training starts and runs and finished – just in time.
Family events, trips to the market, airport departures, and collecting children from school all have their own ‘just in time’ feeling that comes from getting timings right, including time for traffic and coffee breaks along the way.
The thing about this kind of just in time is, you usually get it by allowing plenty of time – what feels like more than enough time – both to prepare and to deliver. You get it by allowing extra time for journeys and contingencies, and by allowing mental, emotional, social slack to compose yourself so that you arrive ready to participate, to perform or enjoy.
is caused by things in your working day that you live with or work around but that sap your time, energy or attention and make it harder for you to do good work.
It’s caused by the work equivalents of leaving unwashed plates piled up in the sink at home. You save a bit of time and energy heaping them up instead of getting them through the sink, but for the rest of the day, they slow you down: they’re depressing to look at; they’re get in the way and are awkward to work around; when you’re looking for a clean bowl for breakfast you’ve got to snorkling in the murk to get one; people start to grumble. It’s the death of a thousand cuts.
At work, the same thing happens: we neglect things that need maintenance – relationships, organisation, correspondence; we leave things half finished – policies, sales documents, projects; we keep options open that need to be closed, and closed early, and they drag on, keep popping up at bad times, and leave us with explaining to do.
These things tire us, they make us feel guilty, and they slow us down.
Here are some ideas for dealing with organisational friction – things that will give you an easier tomorrow:
Identify the things that keep popping up – decisions that you make over and over because you don’t have a policy, or answers to frequently asked questions that you could copy and paste.
Make a list of friction points, then choose your top three, and fix one of them – fix it properly – and only then do something about the second one, and only when that’s done start on the third. The energy you save from reduced friction from the first one will mean that you’ll get the second done faster. And so on.
Plan regular times – daily, weekly, monthly, where you’ll maintain things like your petty cash reports or your file system, or a relationship with a colleague. Make it a habit to show up for the important but non-urgent – you’ll find you have less fires to fight as a result.
Plan less in your days than you think you can achieve – decide to have time.
Say no – take less on. It isn’t that you don’t want to help – it’s that you’re already committed to doing these things well. Know in advance what your thing is, and focus.
See what you can procedurise, automate, or outsource. Setting up a good procedure – even one as simple as ‘I’ll scan every receipt and email it to myself before I leave the shop’ – will repay you many times over. Your ducks will all be in a row when the time comes to… administrate them?
Put in the hard work early, make some extra miles, and finish easy, rather than the other way round. Build up a frontlog. Do what you can to be running downhill.
You can fill a bucket pretty quickly under a tap. But try and fill a lot of buckets at once – a drip here, a squirt there – and it can take a long time before you have enough to work with in any of your buckets. And you’re probably wasting time, energy and water moving constantly between them.
Richard Stallman famously wrote the GNU GPL, which is a license based on copy-left, not copyright. His position is the freedom to work with computers and work with software and work with software is hindered by copyright.
That in fact these are useful tools, and there are people who want to make useful tools and remix the useful tools of people who came before. Everything you use in the internet – that website that you visited that’s running on Apache, that email protocol, you’re able to do it because so many other entities were able to share these ideas.
So the way copy-left works is that if you use software that has a GPL license to make your software work better, it infects your software, and you also have to use the GPL license.
So if it works right, it will eat the world. So as the core of software in GNU gets bigger and deeper, it becomes more and more irresistible to use it. But as you use it the software you add to it also becomes part of that corpus.
And if enough people contribute to it, what we’ll end up with is an open, inspectable, improvable base of code that gives us a toolset for weaving together the culture we want to be part of.
Seth Godin – Akimbo, November 21 2018 – Intellectual Property
An open, inspectable, improvable base of code.
For tools for making software.
How about for educational outcomes? For assessments?
For a set of tools and resources for running an organisation?
If you’re in a book group, social pressure is going to get you to read that book. The act of joining the book group is the hard part. Once you’re in the book group, the books are going to get read, because now you’re playing a game. It’s a game you’re enrolled in, it’s one you want to move forward.
The easiest way to start creating this game dynamic is to form a group. To find others, to find others and challenge those others to play the game with you. Because we all know that solitaire might be a little fun, but solitaire isn’t the kind of game we dream of when we dream of games.