Work – puzzling.org

August 31, 2016October 19, 2024

Learning more about a remote working position

This entry is part 1 of 3 in the series Remote work

I’m in the process of wrapping up a long period of working remotely at least part-time from home, beginning in 2006 when I enrolled in a PhD program and continuing through my time at the Ada Initiative and at Stripe to this year.

My take on working remotely in future is really “it depends on the details” (and likely different details for different organizations). To that end, I contributed some suggested questions you could ask to Hypothesis’s Working remotely guide, which they’ve incorporated in a slightly edited form. Here’s my original questions; I’ve also added a few more at my end after some feedback from Andrew (himself a veteran of around seven years of remote work).

Introduction

Before you start working remotely at a new organization, you should explore how they structure remote working and if there are any expectations mismatches between you and the organization. A particular remote job may or may not be a match for a particular remote worker.

Important: I don’t think there is any one right answer to any of these questions. It’s a question of fit between your working style, the position itself, and the relationship of the position to the rest of the organization. But the answers are worth knowing so that you can evaluate your fit and make plans for effective remote working.

Sources of information

This entry has a lot of questions, too many for a “do you have any questions?” section of an interview. But you can use other sources of information to get most answers, especially about organization-wide questions:

the job description, and descriptions of similar roles
the organization’s website, particularly the About and Careers pages
the section of the employee handbook dealing with remote work
the LinkedIn pages or websites of your future manager and colleagues
longer, separate, conversations with your recruiter or hiring manager
your offer conversation or letter, or your contract

Some questions you also may only need to ask if you hear of concrete plans to make a change to the organization (eg, you learn that a new office is about to open near you).

Questions

How are you remote and who are you remote from? This post is using ‘remote’ to mean something like “most days, you are not in face to face contact with any colleagues.” But you should be aware of the details: will you be working without in person contact with teammates or with the wider organization almost all of the time? Do you have any colleagues in your team or your wider organization in your city or region, or who regularly visit? Will you work on any joint projects with them? Will you be able or be expected to sometimes work with them in person even if there’s not a permanent office space?

Separately, is in-person contact with vendors or customers part of the job?

Is your immediate team remote? Is your manager remote? Being a remote member of a team that is all working remotely from each other is different from a team which is mostly located in an office with each other. Likewise, being managed by someone who is in an office has some potential advantages (for example, access to information circulating through verbal grapevines, being able to access answers from colleagues for you quickly), as does being managed by someone who is themselves remote (a direct appreciation for experiences specific to remote workers, a personal interest in advocating for them).

How many remote workers are there at the rest of the organization? What percentage of teams you will work closely with are working remotely, and what percentage of employees overall are working remotely? Working as one of very few remote workers for an organization where most employees are in an office together is different from a mostly or entirely remote-working organization.

What’s the future of remote work at the organization? If the organization is mostly or entirely remote, are there any plans to change that? If the organization is mostly office-based, are there any plans to change that? If an office is likely to be founded in your city or region soon, will you be able or be expected to work from it?

You may be considering a job on the understanding that the remote work will be of very short duration (eg, an office is opening in your city in two months time). Is there any chance the time will be longer, and are you OK with that?

What is your manager’s approach to remote workers? How frequently will they speak with you and through what media? Will they expect you to travel to them? Will they sometimes travel to you? Have they managed remote workers before?

How long have there been remote workers for? Is the organization new to having remote workers or has it had remote workers for a long time and bedded down a remote working style?

What is the remote working culture like? Is most collaboration over email, text chat, phone, video conf, or some other means? Are there watercooler-equivalents like social IRC channels or video chats? How active are they? Are remote workers mainly working from home or from co-working spaces? Are there occasional team gatherings for remote workers to meet colleagues in person and are they optional or compulsory?

How flexible are the hours? Not all remote work has flexible hours; you may have mandated work hours, or core hours, or shifts, as in any other role.

Are the remote workers spread across multiple timezones? If so, are your team and closest collagues in your timezone or another one? Are you expected to adapt your working hours to overlap better with your colleagues? How are meetings and other commitments scheduled across timezones? Do they rotate through timezones or are they always held in a certain timezone? Are you ever expected to attend meetings well outside your working hours, and if so, how often is this expected and do your colleagues in other timezones face the same expectations?

What are the benefits for remote workers? Will the organization reimburse any of your remote working expenses, such as membership of a co-working space, home office furniture, or your home Internet connection costs? If you’re working in a different country from most of your colleagues, will you get equivalent benefits to your colleagues (eg, health insurance coverage)?

What are the travel expectations for remote workers? Are you expected to travel to headquarters or other offices or customers, and if so, how often and for how long? What are the travel policies and allowances for remote workers? How do these travel expectations compare to those of non-remote colleagues?

Sometimes you will be remote from an organization with an office or even headquarters in the same city as you. Will you be able or expected to visit the office? How often? Will there be resources for you (eg, hot desks, meal provisioning)?

What are the career progression possibilities for remote workers? As a remote worker in a partly non-remote organization, could you move into more senior positions over time, such as team leader, middle manager, or executive? Could you move into other teams in the organization, and if so, which ones? Are there some roles that are closed to remote workers? Match these answers to your own career goals.

What’s the training process like? Must you or can you spend a period of time in an office or visiting a colleague for training? Must you or can you do your training remotely using documentation, videos and similar? Will a trainer or colleague have some time assigned to remotely train you?

Is there support for first-time remote workers? If you haven’t worked remotely before, will the organization support you in learning how to work remotely, and if so, how?

The Ada Initiative’s sunset

This morning, the Ada Initiative, which I co-founded in 2011 and have been employed by between 2011 and now, announced our shutdown.

Sunset over San Francisco, original by Nan Palmero — Sunset over San Francisco, original by
Nan Palmero

I’m proud of all the work we talked about in the announcement, but a few things of mine over the years in particular that I enjoyed doing a lot and that I hope will have a continuing impact:

AdaCamp. AdaCamp Melbourne was my idea, and was, for me, something of a followup to the LinuxChix/Haecksen miniconfs I founded in 2007, but, as we had done with the Ada Initiative, decoupled from the Linux community specifically, and explicitly feminist and incorporating what I’d learned from organizing earlier women’s events and meetups. It grew into much more over time, incorporating ideas from other events like quiet rooms and inclusive catering, and solving problems that plagued the events that all of the Ada Initiative staff and AdaCamp staff had been to over the years.

The guide to responding to harassment reports as an event organizer. This was based on a email I wrote to a conference organizer who was wondering what one actually does when a harassment report comes in, which, as I tend to do with my best emails, I later edited to put on the web. The wiki text has been somewhat edited and expanded of course, but is substantially similar to my initial version. It formed the basis of the enforcement manual that PyCon developed.

The AdaCamp Toolkit. I wrote more than half of this in the month between closing the AdaCamp program and launching the Toolkit, and edited the remainder from material developed internally. Not since the Geek Feminism wiki have I had so much (rather intense) fun emptying the contents of my head onto a website.

The Impostor Syndrome Training and our Impostor Syndrome Proofing article. AdaCampers had been discussing Impostor Syndrome since the event in Melbourne. I developed the version given at AdaCamps from Portland onwards, and which I will teach in Sydney shortly, built up around an exercise developed by Leigh Honeywell for AdaCamp SF, and we’re releasing it publicly after the Sydney workshop.

I also did a great deal of the behind the scenes project management and technical work (web work, systems administration, payments processing setup) throughout the life of the organization, and internally my documents are the core of our institutional knowledge. (I am hoping to edit a few of the fundraising documents for publication this month.) Valerie’s life will never be the same again now that everything goes in a spreadsheet. I am hoping I can offer my project management skills to another organization soon.

There’s a lot of smaller things that I would never have without the Ada Initiative, like quite good double-entry bookkeeping skills, passable knowledge of Javascript, and too much knowledge of US non-profit tax law.

Thank you to Valerie Aurora, my friend and co-founder, who made a very unlikely and very lucky gamble on me four and a half years ago. Without Valerie the Ada Initiative could never have existed in the first place and would never have had the vision or the conviction to do 95% of what it did. I’m in San Francisco right now, my last trip for the Ada Initiative, so that we could do this last thing together and go out leaving as much for the community to use as possible.

Thank you to the many many people who worked and volunteered for us over the last four and a half years, who came to our events, who donated, and who advocated for, amplified, and improved our work.

As for what’s up next, I’ll be at the Ada Initiative for another couple of months. During that time, if this sentence of our shutdown notice was of interest, let’s talk:

Mary will be looking for a new position based in Sydney, Australia, working in a leadership role with the right organization.

Sunrise in Sydney, original by Tom French

Image credits:

Nan Palmero, You Heading to Oakland or Space?, CC BY, cropped and colour adjusted by the author of this post.
Tom French, Harbour Sunrise, CC BY, cropped and colour adjusted by the author of this post.

January 1, 2013August 31, 2016

How to do more writing, by someone who has never made any such resolution

Jonathan Lange asked on Google+ for ideas about keeping a “write more” resolution. I took over his comment section, and in the spirit of taking some of my own advice, here’s a synthesis of what I said there. Since not writing as much as I feel I ought is never a problem I’ve had, this advice is in the delightful genre of someone who has never needed the advice simply making some up and giving it to you anyway! Enjoy my half-baked ideas.

Re-use your writing. A lot of people I know spend an enormous amount of time on crafting lengthy, tightly argued emails. These count, and you can make them feel like they count by editing them for a sufficiently general audience and publishing them on your blog. This is one I actually do do: several of my Geek Feminism pieces originated in annoyed private emails I sent to close friends, or in IRC rants.

Accountability and incentives. This is like all of the “how to exercise more” advice: make it public, make it social. Make a public commitment, make a shared commitment with a fellow writer. Have a competition, one-sided or not (“I will write more blog entries than N will this year”?). Deadlines and someone who will be personally disappointed in you can be an excellent motivator (as long as it doesn’t tip you over into an avoidance cycle), and for writing there’s a whole profession which involves, in part, holding people to deadlines and being disappointed if they fail to meet them: so, find an editor.

Unfortunately, in order to get an editor one generally needs to pitch (leaving aside the whole question of finding an agent, especially when it comes to fiction), which means writing, so you will have to be motivated to do some writing before you can partially outsource your motivation to editors and deadlines.

Becoming a freelancer seems like a big effort in order to fulfil a personal goal to “write more”, but part of the attraction is that you can pitch to places that have a ready-made audience, which means that you have outsourced any implicit “write more in places people will read it and find it useful” goal; you don’t need to put an equal or greater amount of work into building an audience for your writing.

Specific goals. This assists with accountability. What does writing more mean? A certain wordcount? A certain number of blog entries? A certain number of pitches sent out? A certain number of pitches converted to published articles? All of these are more artificial but easier to keep accounts of than “write more”.

Spend money. Enrol in a course or similar. This adds deadlines too, typically.

How to do more writing, by someone who has never made any such resolution by Mary Gardiner is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

Category: Work