After many years of being part of 100% collocated teams, I’ve returned to working with 100% distributed, virtual, or remote teams. To remain effective, high-performing distributed teams rely on a number of important factors such as trust, ownership, a focus on results, and effective communication to get stuff done.
Ever since the dawn of our species, we’ve told stories.
We’ve sung them, told them around campfires, painted them on cave walls, drew them on clay pots and canvases, woven them in tapestries and carved them into stone. Eventually we wrote them down.
Today, we share stories via sticky notes, podcasts, town halls, planning meetings and daily scrums.
Teams often experience a breakdown in communication. Sometimes it will be around requirements, or expectations, or priorities. Other elements that contribute to difficulties in collaboration and delivery of value include component silos, and specialization. All of the above can be particularly pronounced with virtual teams.
When surveyed, 80% of software developers reported they believed their skills were above average. Overestimating one’s desirable qualities relative to other people, is known as the Illusory Superiority Bias, aka the Lake Wobegon effect, one of many cognitive biases.
Quick question: Got any really difficult people (perhaps a “brilliant asshole”) that you work with on a regular basis? Yeah, I thought so. Next question: Do you ever stop to thank them? Yeah, I thought so. Guess what, those Bengali tea boys/girls are a gift. They are not only helping …