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Whereby co-founder’s 6 tips for nailing remote work

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Whereby Blog

“Decoupling area from work can fundamentally change the way we build our societies.”

Ingrid Ødegaard’s account is firm, and comes artlessly when she talks. Not like a futurist’s vision, but rather based on hands-on acquaintance from the way the tech startup Whereby has worked since long before Covid-19.

“We give people the adeptness to take the job with them, a achievability that has enabled big life changes for some. When people move back to their small home towns, it also affects those communities and helps them advance a acceptable base of taxpayers,” she says.

“In 2013, we were co-located, but we were forced to think abnormally when one of our colleagues wanted to move closer to his family, and we really wanted to keep him in our company. So he moved, and we adjusted.”

What does it take?

Whereby’s vision is “to give people abandon and adaptability to live and work where they thrive.” There are now 48 people in 17 locations across 6 time zones, carrying a simple band-aid for video affairs with paying barter in 150 countries. They also have a affection to make affairs more fun, for archetype by absolution participants react to the apostle with emojis.

Ingrid Oline Skeide Ødegaard
Stressing out the door every morning is a blast from the past for Ingrid Oline Skeide Ødegaard, having set up her remote-working aggregation Whereby to be super adjustable in the way they cooperate. Photo: Stian Sande

“In the beginning, it was a lot about making those few alive accidentally feel included, and one of the things we did was to put up a big adviser and have a video room open all day,” she laughs.

Ingrid has a warning, too, for those not able for a assertive alterity that can happen when companies go partly remote.

“Be aware of the asymmetry, which can arise if only a few work accidentally and you don’t invest appropriately in tools and culture. Then you might get it wrong.” Instead, her advice is to build a adeptness in which you always assume that addition will be remote.

Ødegaard explains how they have tried to carbon some parts of office life, like small-talk in meetings, shared coffee breaks, and chat-rooms. Team chat programs are crucial, according to Ødegaard.

“We have open group discussions in our chat group, arresting for anyone, so that anybody can see and participate in the discussions – as you would if addition sparked a chat at the office. It is acute to have team chat as a accessory approach to video meetings,” she says.

6 tips for nailing remote work:

  • Replicate concrete work habits
  • Over-communicate in Slack, ensure advice flows
  • Know how to share and coact on documents
  • Check-in with each other often!
  • Take time for small talk
  • Be humble, analytical and ask questions

Trust is everything

Born in, and later demerged from, telecom aggregation Telenor – who just appear a pivot to a “flexible work-strategy” for 20,000 advisers – Ødegaard gladly shares her advice.

“What did you acquaintance that others can learn from?”

“Trust is maybe the better claiming for leaders, while conduct and the adeptness to be self-driven is key to employees. Management style needs to be very trust-based and focussed on coaching; you have to set goals and expectations around clear deliverables and outcomes,” she says.

She makes it sound so easy… But for leaders from a acceptable hierarchical organization, it can be hard to admit that instead of alive aggregate as a leader, you rather need to facilitate a team of experts, so that they have the all-important tools and are able to deliver, while you coach them on.

“We have adopted abasement as an capital skill for our leaders. Things are alteration so fast, you have to ask, read up, admit that you don’t accept everything. I ask stupid questions all the time.”

Once adopted, it is hard to go back to not using video affairs and adaptability as a way of work, according to Ødegaard.
  • 53% think alive accidentally has added all-embracing productivity, while 17% feel company-wide abundance has decreased
  • 82% of businesses are because alteration their future alive practices to allow more staff to work remotely
  • 51% of advisers expect to be accustomed to retain at least some adaptability to work accidentally once lockdown is lifted. 13% want to be accustomed to work absolutely remotely
  • 66% of advisers feel that they affectation a altered persona on video calls the one they present in the office.

Appear September 7, 2020 — 11:51 UTC

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