No results found for your search
Is it possible to lead growth effectively with a geographically dispersed/remote team?
If so, what are your best practices/processes for keeping momentum up?
Hey Rommil, sure I don't see why being remote should make a growth team any less effective. Probably need to overcompensate on improved communications.
I was just thinking that because growth is typically a very cross-function role, the communications overhead must get challenging as a team scales up. And as you pick up new resources, it takes longer to get through the form/storm/norm/perform flow. Also visibility could be problematic for the team. But these are really virtual/remote working challenges - I just think they'd impact growth more than other functions.
I guess I'm thinking it's not "ideal", but doable.
Hey Rommil! I've been working 100% remote for over 3 years now. There are several unique challenges, but I can say from experience the #1 "problem" is effective communication.
I'm not going to write a huge post here outlining what works and doesn't or what tools I've tried and ditched.
Let me just tell you the tools I use daily that I have found to be most effective.
Slack (Instant messaging, file sharing, group chat... more...)
Google Drive (Real time spreadsheet editing / collaboration, tons of free space for files)
Skype (for calls and video chat)
Here are a few of the high points for each of these tools.
Group teams together with channels (the learning curve to slack is almost non-existent), instantly share screenshots and files (much easier then Skype) and you can have it on any device, any platform. Great for me because I use Mac, Windows and Linux. Have my slack everywhere (phone too).
G Drive - Took me a while to get on board this train ... but I'm never looking back. The ability to easily share files, moderate access levels, and edit at the same time - in real time ... well, these were things with huge barriers just a few years ago. And here it is, all fast, secure, and free.
And Skype for the reasons mentioned above. Their IM is clunky IMO compared to Slack, but they have perfected the video chat.
So yeah, distance is no barrier. You want face to face? You got it. You want instant communication? Check. You want a searchable archive by channel of previous conversations for accountability? Done.
My 2 cents, ymmv : )
Hey Rommil, I'm actually interested in hearing more about the challenges you're currently facing.
Just a question really. Having been in both remote and in-person - I've always found remote slower to gain speed. But I suspect it's part and parcel of remote workers as a whole.
I've been in both as well and for me, I've found the efficiency/getting up to speed issue be more a function of the culture of the organization. That has a natural knock-on effect - at least for me - in terms of how passionate I feel about doing what I do.
And while I was typing I was reminded of this super talk by Dan Pink (much watch if you've never seen it) on motivation - which I think is at the crux of it all whether you're in person or remote: https://growthhackers.com/articles/dan-pink-the-puzzle-of-motivation/
I do not think having a geographically dispersed team should affect your growth prospects in any way. There are several tools available now which can make a remote team as good as any other team. First and foremost, i would suggest that you talk to your team members and enforce a workflow process that ensures that everyone makes real-time updates about their tasks. Make them aware of the benefits of proper communication. Then have the team use some tool suite like Office 365 so that tasks and activities are managed in an organised manner.
All the best Rommil
How would you account for "over communication"? If a team gets pretty large, and real-time updates are constantly being sent - how do you filter out noise?
One method i have seen is that some companies try to split the load by having a hierarchy of pseudo-teams and have a team lead manage the updates of each team. Then the team leads can pass relevant consolidated updates to the respective managers. Yes, it requires some employees to put in a little extra effort to handle the updates, but breaking them into such smaller chunks makes it easier for the company as a whole to manage updates without each person having to filter through a sea of data.
@AnujAdhiya - Then how do you build a culture for a growth team to excel in a remote situation?
I think that has to come from the top. If the CEO themselves haven't bought on to being data driven/experimental/systematic about the way they approach growth then there is no way they can convince the rest of the team - remote or not.
To me the CEO has to get into the weeds, lead by example and do the hard work of getting everyone involved vs having everyone else "do growth". Without that, I don't think the necessary mind shift will not happen for the entire team to start pulling in the same direction.
Here's a couple of posts (one by @sean himself) that helped my thinking.
To me - the remote vs in person isn't as big a deal as it is everyone having bought on to the fact that everything they do (or should be doing) impacts growth.
Join over 70,000 growth pros from companies like Uber, Pinterest & Twitter
Use the feedback box below if you have a question, comment or general feedback.
Your feedback has been sent.
Sweet! The link has been copied to your clip boardy board!
Flash isn't supported. Please copy the link manually.