Over 74% of engineering teams now have team members who work remotely. And while remote work has the potential to bring many benefits, it also has unique points of tension that, if handled incorrectly, can damage the health of your team.
From communicating to your team, making sure decisions are publicly documented, and deciding what work can be done asynchronously – tackling new challenges whilst also taking everyone’s needs and perspectives into consideration requires concerted effort.
This panel of leaders, all of whom have run remote teams at scale, wi’ll cover: the differences in management style for leading remote teams, the importance of building trust and allowing flexibility, strategies for building connection with remote workers, and how communication is essential to the success of remote teams.
