Being Geek: The Software Developer's Career Handbook by Michael Lopp

Author:Michael Lopp [Lopp, Michael]
Language: eng
Format: mobi, pdf
Tags: COMPUTERS / Social Aspects / General
Publisher: OReilly Media - A
Published: 2010-07-21T07:00:00+00:00

The Right Job

Typical corporate logic dictates that a remote employee should work on a project that is separable from the rest of the team's. The reasoning here is flawed. The belief is that the inconvenience of communication and decision-making latency around their distance means they should be separated and placed on nondependent work.

Every part of that reasoning is wrong. Every part is another reason that remote fails.

My most successful remote employee was a perfect anomaly. He wrote standards—protocols. The heart of his job was to define a structured means of communication where the primary goal was the removal of ambiguity. He was a phenomenal communicator. He went out of his way to completely and promptly answer every email. 24 hours a day. When he visited, he took the time to do a complete circumnavigation of the Pond, vetting all the ripples he could find. He instinctively knew that the skill in defining a protocol is creating a structure that is going to meet the needs of right now, but also the unimagined needs of five years from now. And he applied that not only to what he wrote, but also to how he worked. He was a wonderful anomaly, and he taught me that a remote job must be perceived, in all ways, as equal to a local one.

There should be absolutely no consideration of a person's location on the planet Earth when considering the work you need of them. Each time the concern "Well, they're remote" comes up, you need to turn the concern around and ask, "What about my company, my people, or the work makes remote an issue?" because that is what needs to be considered locally.

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