Thousands of companies continue to work remotely. So do we in Sibe. Our team is spread out over six countries, so we get the ups and downs of remote teamwork like nobody else. The effectiveness of a remote development team depends not only on the employees but also on their effective management. A good product manager can rally the team, while a bad one can ruin the project. In the world of remote work, good leadership is everything. It helps to deal with communication errors and misunderstandings that pop up, especially when everyone's just getting used to being apart.
Getting the hang of leading a remote team takes a lot of effort and many years of practice. Trust us, a good product manager is worth his weight in gold. Since the beginning of the pandemic, remote work has become so widespread that the idea of returning to the office is now daunting. This trend has continued since the beginning of this spring — according to WFHResearch, in 2023, 12.7% of full-time employees worked from home, while 28.2% worked a hybrid model. The fact is people want to work remotely. This reality scares many product managers because you pay money to a subordinate, and you don't know if they are working or not. You don't control the process. Luckily, there are tools and practices that can help product managers. We've gathered 10 tips we use here at Sibe that keep us on track. And you know what? Our development speed is keeping up with our wildest dreams.
For top managers and team leaders, gauging their team's workload and ensuring adherence to work schedules has become increasingly challenging. 'Distractions' like social media and various personal errands – such as picking up parcels, dentist or notary visits, or online shopping for gifts – may seem minor, but they can significantly impact an employee's time and, more crucially, their focus. These interruptions, while small, can lead to a noticeable decline in work quality. There are 2 approaches to solving this problem — the notorious carrot and stick. On the one hand, you can strictly regulate your daily routine, restrict access to social networks and other "harmful" resources, set clearly verified KPIs and plans for the day, track the duration of lunch breaks and monitor the online activity of employees on their computers. On the other hand, you can be open and hope that you work with nice people who will work well. Both ways are extreme and both work awful. Try to manage the team through company’s values. Values are not just beautiful words for a company's website. These are the principles that employees share and build their work in accordance with them. For example, one of the values of Sibe is 'Be together.' This means that everyone is ready to help a team member, because we all get why we're here and what we're aiming for.
At Sibe, we prefer the Agile methodology: daily stand-ups, backlog grooming on Tuesdays, and retrospectives twice a month. This approach really keeps the team on their toes: everyone's aware they'll need to report on their progress soon, which really drives steady productivity. Plus, working in sprints aids in daily planning; you know precisely how much time each task requires, allowing for efficient day scheduling. Even if you get distracted by Facebook, you're always conscious of the two hours you've set aside for your task, moving you back on track. Working with sprints in Agile is easy because it keeps things moving fast and focused. You get to break down big, overwhelming projects into bite-sized chunks, which makes it way easier to handle. Plus, Agile keeps everyone on the same page and lets teams adjust quickly to any changes, which is really useful in our fast-changing work environment.
It's easier to keep an eye on an employee in the office. You understand how much time they really work, and how much they spend on smoke breaks and gossiping with colleagues. But such control risks becoming intrusive — and can develop into micromanagement. With this style of work, the manager controls every step and does not allow the employee to work independently. It spoils the relationship in the team and puts a lot of unnecessary tasks on you. Plus, to put this kind of system in place, you'd need a bigger management team to go through all the data and make sure everyone's following the rules. Instead of running a company, you spend time checking on subordinates. We advise you not to do this. Leave the processes alone and check the results — how the employees coped with this or that task. The task tracker can be a great way to control the team in case it meets the company's needs as much as possible.
The main criterion of a good scheduler is that the program should facilitate the execution of tasks, not create new ones. When choosing a project management program, consider:
If the work of the team is structured properly, the efficiency can be just as high as in the office.
Getting your tasks in order and making a work plan can be tough, even when things are going smoothly. But having the right software and being smart with your time can make it a lot easier. Keep it simple with how many ways you talk and work together. Stick to maybe just three or four tools or channels. Getting your tasks in order and preparing a work plan are challenging, even under ideal conditions. However, the right software coupled with good time management can make it a lot easier. The best way is to keep it simple and minimize the number of communication channels. Ideally, there should be tools for:
By the way, remember about the non-formal communication, e.g. the flood chat, kind of like the old kitchen chats where employees can talk freely. By the way, if you've moved up from being a product manager to a higher role, consider whether you should be in such a chat. Chances are, employees might not be as open if they know you're there
Members of a remote team need short but frequent communication — instead of long and rather rare meetings in the office. It's better to contact team members five times a week for five minutes than once for twenty minutes, hoping they will understand and remember everything. Frequent communication in remote work helps maintain a sense of unity. Each team member sees that they are important and that something depends on them.
When communicating online, accuracy and clarity are essential. You should never assume that someone knows something in advance. Specifics and details are needed: what to do and when. This way, a person can start working immediately after reading the message. Also, don't hesitate to use video conferencing or make phone calls. This approach makes remote communication more personal. Remember to schedule one-on-one meetings with your employees. The frequency and duration of these meetings can vary based on the individual. Newcomers should have these meetings more often to help them integrate with the team and address any questions they might have.
Also, having a 'Social Club' is a great idea – it's a time set aside just for informal chats. Here, you can catch up on the latest news and talk about things that there wasn't time for in other work meetings.
Unfortunately, the workload for managers increases when working remotely. They will have to prepare and plan twice as much compared to working in the office. A positive aspect is encouraging questions, especially during the planning and design approval stages. Good training in managing remote employees becomes even more valuable.
To make sure meetings are effective and give employees a sense of accomplishment, it's important that all participants come prepared. A good approach is to provide a meeting agenda in advance, detailing the topics for discussion and the goals to be achieved. Some teams appoint a designated note-taker. This person takes brief notes for each speaker and compiles a summary with action items, which are then shared in the general chat or logged into the team's time tracker. There are other creative meeting practices out there, like plank position meetings, but we'll delve into those another time.
With or without a camera? Raise a hand or speak out loud? Arrive exactly on time or is being 5 minutes late okay? Every company has its own culture, and every product manager is responsible for conveying it to all team members. Alternatively, you can create your own - it's up to you. People should understand what's going on and how they should behave. For instance, quick video calls can be much more effective than endless chat discussions. However, there's no consensus on whether to turn on the webcam simultaneously. On one hand, if an employee sees you on a webcam, it allows them to maintain human contact and better grasp nuances. On the other hand, if the camera is turned on only for you, some people might feel uncomfortable. And by the way, where exactly should you look? At people or at the camera? In general, everything is individual. Whatever video communication etiquette you establish, that's what it will be. The main thing is that it suits your particular team.
The problem is something we all know, but there's really just one solution: leading by example. The way the product leads sets the pace for the rest of the team. In the office, it's easier (for example, everyone's burning the midnight oil, the vibe is clear), but remotely, showing how critical and urgent tasks are gets tougher (and no, using lots of exclamation marks doesn't cut it). The product's attitude really shapes the team's mood. How they handle meetings sets the standard for everyone else. Is the product often late? Then it might seem okay for others to stretch their time a bit too. Does the product send messages at odd hours? That signals that working beyond the usual 8 hours is normal. How about during meetings? If the product's multi-tasking, talking while driving, or stepping out to meet a courier, the team might start doing the same. So, it's crucial to wear that mask of professionalism and act the way you want your team to act. Set the standard high and lead by example – that's how you shape the team's behavior.
Let's sum it up. Like many companies these days, we at Sibe continue to embrace remote work. The key takeaway is that managing a remote team is more about product manager skills and not just on the skills of the employees. A good manager can really bring the team together, turning challenges into opportunities. Leadership is a skill that takes patience and practice, but it totally pays off in the end.
When you're running a remote team, it's all about mixing in the company's values with some smart communication and solid planning. Create a workflow that fits your team best, find useful tool for organizing, tracking and communication, create inner etiquette and customs - everything is up to you. We hope that as the work world keeps evolving, these strategies are going to be key in leading teams to success in the ever-growing remote work world.
