Throughout the year 2017 I found myself working in a half dozen spots across 3 continents and many more timezones. This experience led me to develop an increasingly lucid conviction about the profound benefits that remote workforces can bring to a business.

Pre-requisites

I feel that often when a company rejects remote hiring, or revokes remote work policies (such as former Yahoo CEO Marissa Mayer famously did in 2013 while kicking off her tenure that ultimately ran the company into the ground) an implicit or explicit dimension of the decision is lack of trust. If you cannot trust your employees to do work when you are not watching, then indeed you should not have a remote team. I would caution that if you find yourself this circumstance it may be a signal of a much larger issue with your team makeup and probably demands urgent introspection.

Defaulting to non-disruptive communication

One of the most profound benefits of having a remote team is that generally team members will default to asynchronous and non-disruptive forms of communication. This can benefit workers in any role but it is particularly valuable for developers, who rely on having blocks of uninterrupted time to focus and think through complex problems.

I recently read a wonderful profile of a young Larry Ellison by serial entrepreneur and teacher Steve Blank. One passage leapt out at me for its relevance to many recent experiences of my own:

Larry ascribed to the adage, “We don’t do things right, we do the right things.”

I was reminded of another aphorism I’d once heard – a bicycling metaphor:

It’s not how fast you pedal, it’s what gear you’re in.

I’ve seen time and again that one of the most destructive things to a software development team, be their product nascent or mature, is bad prioritization.