2. 2010 - Company was founded; two founders
working out of Entrepreneur Center.
Timeline |
3. 2011 - Stratasan initial funding.
Timeline |
2010 - Company was founded; two founders
working out of Entrepreneur Center.
4. 2011-2020 - Team grew to ~50 employees. We had
a downtown office that comfortably fit all but 3
employees, who worked in non-Nashville locations.
On workdays, everyone worked from the office.
Timeline |
2011 - Stratasan initial funding.
2010 - Company was founded; two founders
working out of Entrepreneur Center.
5. 2011-2020 - Team grew to ~50 employees. We had
a downtown office that comfortably fit all but 3
employees, who worked in non-Nashville locations.
On workdays, everyone worked from the office.
Timeline |
2011 - Stratasan initial funding.
2010 - Company was founded; two founders
working out of Entrepreneur Center.
except for parking!
6. March 11 2020 - WHO Declared COVID-19 a Pandemic
and we asked all employees to work remotely.
Timeline |
2011 - Stratasan initial funding.
2010 - Company was founded; two founders
working out of Entrepreneur Center.
2011-2020 - Team grew to ~50 employees. We had
a downtown office that comfortably fit all but 3
employees, who worked in non-Nashville locations.
On workdays, everyone worked from the office.
7. March 11, 2020 through today
We’re still working remotely.
11. Remote work is a discipline for the individual worker,
Distributed work is a discipline
for the entire organization.
(according to this Dropbox blog)
12. WHAT WE’LL COVER TODAY
1 | Guiding Principles for Distributed Work
2 | Revisit Our Core Values
3 | Our Culture and “Unwritten Rules”
13. As of Jan 2021,
we’ve grown to 68 Stratanauts.
14. Those Stratanauts are spread
among 17* different locations
around the US.
As of Jan 2021,
we’ve grown to 68 Stratanauts.
(*18 if you count the fact that Stephanie basically lives in Georgia)
19. Time zones
New hires
No watercooler chats!
Whiteboarding
Collaboration
Keeping connected
Building trust from afar
Virtual meeting overload
Software
Flex work space
Employee equipment
Flex hours
Going distributed means we have to
more critically consider things like
20. Time zones
New hires
No watercooler chats!
Whiteboarding
Collaboration
Keeping connected
Building trust from afar
Virtual meeting overload
Software
Flex work space
Employee equipment
Flex hours
Going distributed means we have to
more critically consider things like
21. To make this work,
we’ve got to change the way
we think.
22. Change the way we think about...
How we support each other
23. Change the way we think about...
How we support each other
How we communicate
24. Change the way we think about...
How we support each other
How we communicate
How we measure effectiveness
25. Change the way we think about...
How we support each other
How we communicate
How we measure effectiveness
How we celebrate wins
26. Change the way we think about...
How we support each other
How we communicate
How we measure effectiveness
How we celebrate wins
How we learn from mistakes
27. We can no longer get away with
doing things the way we’ve always done them.
~ because ~
distributed work creates an entirely new landscape
in which to conduct business.
29. It creates an opportunity
to innovate
to improve
to transform
and to learn.
30. We’ve come up with a few guiding principles
to help us adapt to this new way.
(As we all know, “We’ll figure it out” is a commonly used phrase around here. More on this later…)
31. Disclaimer: This is a work in progress.
We’re iterating and
learning as we go.
37. Mastering the art of asynchronous communication
allows for work to get done
efficiently
and
effectively
in an organization where people
aren’t physically together.
38. An emphasis on asynchronous communication
doesn’t mean we abandon
synchronous communication
(like meetings).
39. It simply means we see the value in both,
understand when one is appropriate over the other,
and manage our time accordingly.
40. We view meetings as massive opportunities.
Opportunities to
- Connect
- Discuss
- Unite
41. We view meetings as massive opportunities.
Opportunities to
- Connect
- Discuss
- Unite
Have breakthroughs.
43. Meetings should be agenda-driven
(sent in advance, along with
any pre-reading/viewing material).
Attendees READ and RESPOND to the pre-material.
44. We are committed to starting on time,
avoiding distractions,
staying on topic, and ending on time.
45. Recurring meetings have their place.
We are critical of each one, challenging ourselves
to ensure they’re valuable and a good use
of our (valuable) time.
47. And also:
“Is this the right amount of time for this meeting?”
“Is this the right attendee list?”
“Is the goal of the meeting clear?”
“Is this the right cadence?”.
52. Documentation prevents the toxic cycle of
touch points intending to "bring people up to speed."
Documentation holds us accountable
to both a higher quality of work and to each other.
53. In a distributed work environment,
documentation is a competitive advantage.
1
57. A great method for
documentation is an RFC.
What’s an RFC?
It’s a “Request for Comment.”
But it’s worth it.
58. Request for Comment is a method
of documentation that serves as
a way to communicate proposals,
gather feedback, and plan
a course of action.
59. We like the concept of RFCs so much,
We wrote an RFC
about RFCs!
If you haven't written your first
one yet - talk to your manager
about starting one!
60. Not to mention,
in a distributed environment,
communicating through writing is inherently
inclusive and considerate.
61. When reading
(and when writing), it’s best to
assume positive intent
We love this one so much → it was brought back as a core value by popular demand.
Thanks, Cody (and a few others)!
69. We believe that, if you care about your work,
you will do what it takes to do it well.
70. Being in a positive work environment
+
caring about your work
allows you to
bring your whole self to work.
Here’s a little formula
we believe to be true:
82. In a distributed world,
relationship building doesn’t happen
as organically as when
people share a physical space.
We have to deliberately build relationships
with those we work with.
83. That doesn’t just mean collaborating
about work-related projects.
It’s means getting to know the person.
85. It’ll look a little different from
the watercooler chat of days past…
but it’s just as rewarding.
86. People put forth their best when they
are doing it for each other.
(Especially when things are hard.
And, when you’re doing meaningful work,
they often are.)
87. We recognize that the
differences among us
are what make us great.
We haven't mastered this yet -
but are working on it.
88. At Stratasan, we see and value everyone
as a whole person.
… me again
We encourage each
other to be human
and be kind.
97. Our core values
unite our team and hold us accountable.
They are the fabric of who we are.
98. Our Success
Is My Success.
1
Core Value
This one's first because it's critical to our
success and is our only non-negotiable.
99. We have a team of awesome contributors,
and we recognize that nothing great is done alone.
It’s the collective, the sum of the parts,
that makes us who we are.
100. We are quick to give praise
and slow to take credit.
101. We support one another,
appreciate and recognize the contribution of others,
and
strive for the success of the team.
103. Back when we
were in the office,
this metaphor made
a bit more sense.
Now that we’re
remote … most of
us make our own
damn coffee (or tea).
104. We help where help is needed.
Whether we’re asked to pitch in on
an important call, run a meeting at the
last minute, run a report to help out
a team member….
everybody does what’s necessary
to keep the engine running.
Anyway…
108. We believe it’s important to start
from the assumption that
People are Good
and that their intentions are positive.
109. Distributed work leaves lots of space
for assumptions.
We give people the benefit of the doubt.
(This goes for colleagues, customers, vendors, etc).
110. We assume people
coming from a good place
and exercise empathy.
We believe this builds stronger
and more trusting relationships.
116. We may not immediately have the answer
to a question or a solution to a problem,
but we’re always committed to finding one.
117. We believe most challenges are great opportunities
to consciously show up with a resourceful attitude,
brainstorm,
and consider the best course of action.
119. No matter how tough the challenge,
we’ll figure it out.
Yes!
120. Staying true to our 2nd guiding principle
(document everything),
here are our written “unwritten rules”
of distributed work.
121. To step away from your computer and take a break
from the always-on environment,
IT’S OK
to actively solicit feedback,
to ask for help from others,
to take vacation.
122. To take breaks,
if your cat/kid/spouse joins a video call,
IT’S OK
to block or adjust your calendar for “think time,”
personal time, other things that need your attention,
to ask management to fix it.
123. To accept help from others,
to ask for patience,
to use chat instead of voice during a video call,
to take a walk during a call,
to ask why, and why not of anyone.
IT’S OK
124. IN SUMMARY
Our Guiding Principles for going #DISTRIBUTED
1 | Communication is King (and Queen)
2 | Document Everything
3 | Engagement Over Presence
4 | Bias Toward Action
5 | Be Kind
6 | Share Information
125. IN SUMMARY
Our CORE VALUES
1 | Our Success is My Success
2 | Everyone Makes the Coffee
3 | Assume Positive Intent
4 | Honest Conversations Make Us Stronger
5 | We’ll Figure It Out
126. We hustle. We trust one another, have fun together, and put the team first.
We are Stratasan.