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Jack Miller
@jackm
My engineers all want to WFH but only like 10% of them are any good at it The rest get lost or create friction that slows down other people How do you navigate this?
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xh3b4sd ↑
@xh3b4sd.eth
Every company should be run on an accountability basis. Discipline equals freedom. If WFH is new to your teams and they want to try it, then you can introduce a new idea carefully under the premise that everyone understands the conditions of the new deal. If that doesn't work, then everyone comes back to office again without exception. After a while you may give it another shot. The problem in engineering is often that you cannot quantify success easily all the time. Your goal should be to have metrics that you can judge your teams on. Those indicators should then be used to assert whether certain environmental experiments like WFH are any good. In the end it always boils down to executives or managers having to have a pulse and an intuition of what is actually going on. I am a fan of close contact with everyone, meaning I like to run frequent 1-on-1s in order to understand what works and what doesn't. Some kind of trust relationship is required here so that people tell you where the problems are.
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Jack Miller
@jackm
They all have key metrics but they also rely on each for tasks and that's where I see the friction. I guess I am not thrilled about running a months (?) long experiment that based on what I have already seen could very possibly go poorly and then ultimately hurt high performers' morale by having to roll it back.
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