Linked: Management with intent
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Linked: Management with intent

Being remote is different. You have to over-communicate to make sure that people are in the loop. You have to create collaboration opportunities and build camaraderie purposefully, and they can’t be team trust falls. You have to get creative about how you work together and interact.

Most of all, you have to be purposeful about it. You have to create opportunities for people to interact and allow them the freedom to create their own patterns and relationships. You have to learn how to work asynchronously so that you can have more meaningful meetings.

Linked: Remote Work Helped Meta Achieve Diversity Goals Years Ahead of Schedule
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Linked: Remote Work Helped Meta Achieve Diversity Goals Years Ahead of Schedule

Something I’ve been thinking a lot about in the industries I have worked in has been this idea that remote and asynchronous work is something that makes it less likely that the only people we can hire are the ones who are both willing and able to dedicate their entire days to be in the office and also willing to jump in and do more work at any hour of the day and weekends. That eliminates a whole bunch of people from even applying, especially women with kids, neurodiverse and disabled candidates, and underrepresented groups without a large presence in the area where your office happens to be. (When you start a company in Silicon Valley, Seattle, Austin, or some other “hot” area, your candidate pool is limited to the people who live there now or are willing to move immediately.)

Linked: The C-suite and workplace wellness
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Linked: The C-suite and workplace wellness

Clearly, the reality is that work is too much for almost everyone across the entire spectrum, and there are lots of people looking for something better. Something that gives them the ability to be economically stable and also the ability to live a life outside of work with their mental health intact.