Managing Distributed Teams
summary
Claims that burnout beats laziness and that a 2015 telework survey finds 60% of employees would resign for flexible work; evidence from 100+ interviews and a book. Concrete tools and practices: Zoom for video, merit money (peer 100-point system tied to a pooled bonus—team goes 13 months without rolling a six), ICC workflow and delegation poker. Built outcomes: clearer expectations, higher responsiveness, visible engagement signals, and a workable remote‑first resilience plan.
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chapters (41)
- 0:00Intro
- 0:33Poll Questions
- 0:57Remote Working
- 1:08First Question
- 1:20First Poll
- 3:53Digital Nomads
- 4:21Flexibility
- 4:38Tom Hallett
- 5:16Collaboration superpowers
- 5:56Freedom to work where we are most productive
- 7:00Remote workers arent trying to escape
- 7:25Being remote first
- 8:01For managers
- 8:12Managing remote teams differently
- 8:36Leaders
- 9:05FlexJobs
- 10:37Getting in the Mud
- 11:01Usversusthem
- 11:43Having a plan
- 11:58Setting clear expectations
- 12:26Setting up regular feedback loops
- 14:45Rolling the dice
- 16:42Oneonones
- 17:37Show appreciation
- 19:35Celebrate success
- 20:05Engage the team
- 21:25Poll
- 23:39ICC Workflow
- 24:48Team Canvas
- 25:10Holiday Calendar
- 25:52Delegation Board
- 27:07Tools
- 27:34Internet Connection
- 28:13Communication
- 28:49Equipment
- 29:24Video
- 30:22Training
- 30:57Experimentation
- 32:07Celebration Grid
- 32:53Key Takeaway
- 33:29Managers Action Plan
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