Remote Doesn’t Mean Distant - Managing Teams Effectively from Different Geographies
summary
Collabora runs 100 engineers across 35 countries and practices work‑from‑anywhere by trusting people to choose hours; tools include Mattermost for chat, Fabricator for onboarding tasks, polls and Zoom breakout rooms for engagement. A confidential balance wheel survey shows colleague scores rising (average up ~0.7 to 9.1) after recurring “classicals” and guilds; 20 engineers have personal development plans with a goal of 100. Hour‑logging flags 20‑hour overwork spikes, virtual kitchens and biannual meetups rebuild social ties, and onboarding pairs new hires with buddies.
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chapters (16)
- 0:00Start
- 3:51Three Key Aims for Today
- 7:13Mindset of What Remote Working Means
- 9:02Instilling Trust into People
- 10:13Better To Ask for Forgiveness than It Is for Permission
- 12:26The Engineering Framework
- 15:02Introverted People
- 15:51The Balance Wheel
- 17:21Wheel of Work
- 21:31Personal Development Plan
- 30:35Rust Guild
- 33:56How Do You Communicate Good News and Bad News
- 43:30How Do You Promote Discussion and Bonding amongst a Bunch of Different Man-Made Channels
- 49:44How Do You Maintain that Work-Life Balance
- 49:59How Do You Manage Work-Life Balance in a Remote Environment
- 52:34How Do You Encourage People To Recognize as a Group Different Working Cultures
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