Opening up the “Virtual Boozer” #vPub

Posted on By Mark Wilson
This content is 4 years old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

With social distancing in effect here in the UK and all pubs, bars, cafés and restaurants closed for the foreseeable future, we need to find new ways to socialise.

So, Friday night saw the opening of the “Virtual Boozer”, with me in my Man Cave and my mates James, Pete and Phil all on a video conferencing link. I have to admit it was a little odd, but it worked… and, as we couldn’t meet in person, it was a good way to hook up – even if most of the conversation was COVID19/Coronavirus-related.

I’ll admit the idea is not my own:

  • For a while now, Matt Ballantine (@ballantine70) has been running a “Global Canteen” on an ad-hoc basis for some of us on the WB-40 Podcast WhatsApp group to meet virtually. Last week, the idea of a “Global Boozer” was suggested as a natural extension of this.
  • And Sharon O’Dea Tweeted about using Zoom to meet up with her friends:

So, how can you set up your own Virtual Boozer (a virtual pub for the lads – I should note that our more sophisticated female partners have asked for a virtual wine bar”)?

I thought quite hard about the platform to use:

In the end, I went with Microsoft Teams. Mostly because it’s a tool that’s familiar to me (I use it every day at work) and because it works cross-platform but partly because I have an Office 365 E1 subscription and it’s included. There is a free tier for Microsoft Teams too…

These are by no means all of the tools available though – there’s a huge list that’s been collated in the Remote Work Survival Kit.

I tried creating a Team for the Virtual Boozer and inviting external recipients. In the end, it was just too complicated – with six steps to ensure that external access was granted (and still failing to invite external people). So I fired up Outlook, created a meeting, used the Teams add-in to drop in some meeting details, and emailed my friends.

It worked, but as Matt Ballantine highlighted to me, using the same tools for work and home is perhaps not the best approach to take (he equated it to going for a drink with my mates in the office!). Next time I’ll be seriously considering using Google Hangouts, which seems to work as a mobile app or a browser add-in – and is perhaps a little more consumer-friendly than Microsoft Teams. Everyone has their own preferences – just go with what works for you!

Postscript

The Virtual Boozer opened again last night (27/3/2020); this time using Google Hangouts. It seemed to work well, in a browser or in-app but it does require that you have a Google Account. Much like Teams, scheduling involved creating a calendar appointment (which, for me, meant re-activating my dormant GMail/Google Calendar). Also, it jumps around to show you the person who is talking at the time – some of my friends would have prefered to have all faces on the screen together (which is one of the advantages of Zoom).

Another option, which my youngest son has been using with his mates is Houseparty.

Remote working: spare a thought for the managers…

Posted on By Mark Wilson
This content is 4 years old. I don't routinely update old blog posts as they are only intended to represent a view at a particular point in time. Please be warned that the information here may be out of date.

With the current COVID-19/CoronaVirus health crisis, there’s a huge focus on working from home – for those who are able to.

I’ve been contractually based from home since 2005 and remote working has been the norm for a good chunk of my career. That means I kind of take it for granted and didn’t really appreciate some of the things that others struggle with – like how to focus, finding space to work, and social isolation. (I’m also an introvert, so social isolation is probably not a huge concern to me!)

Somewhat disappointingly, there also seems to be a surge of articles on “how to work from home” – mostly written by people who seem to have very little real-world experience of it. But there are some notable exceptions:

  • Last year, Matt Haughey (@mathowie) published his tips from 16 years of working from home. Whilst some of the advice about his chosen tech (wide angle lens, special lighting, Apple AirPods and Slack) might not be everyone’s cup of tea, there’s a lot of good advice in Matt’s post.
  • And, earlier this week, my colleague Thom McKiernan (@ThomMcK) wrote an excellent blog post on what he calls the six rituals of working from home. I hadn’t really twigged that working from home is a fairly new experience for Thom (since he came to work at risual) and Thom’s post also flagged some of the bad habits I’ve slipped into over the years: the 08:55 starts; the procrastination; not taking regular breaks; and going back to work in the evening). It’s definitely worth a read.

But equipping people with the tools and mindset to work remotely is only part of the problem. Whilst I believe (hope) that the current crisis will help organisations to discover the benefits of remote and flexible working, some of the major challenges are cultural – things like:

  • Trust: comments like “Oh, ‘working from home’ are you?” don’t help anyone. Sure, some people will slack off (it’s human nature) but they will soon be found out.
  • Presenteeism: linked to trust, this often comes down to a management style that is reliant on seeing people at a desk, between certain hours. It’s nothing to do with how productive they are – just that they are there!
  • Output: so many people are hung up on hours worked. Whilst we owe it to ourselves not to over-do things, or for employers to take advantage of employees, much of today’s work should be output-driven. How effective were you? Did you manage to achieve x and y, that contribute towards your personal goals (which ideally contribute towards the company’s goals)? It’s not about the 9-5 (8-6, or 6-8), it’s about delivery!

For managers, it can be difficult when you have a remote team. I struggle sometimes but in some ways, I’m fortunate that I have a relatively senior group of Architects working with me, who are (or at least should be) self-starters. If they don’t deliver, I will hear soon enough, but then I’ll have another problem in that I’ll have a dissatisfied client. So, ideally, I need to make sure that the team understands what’s expected of them.

My approach is this:

  • Trust: everyone I work with is trusted to “get on with it”. That’s not to say I don’t check in on them but there is a huge reliance on people doing what they have been asked to.
  • Empowerment: I don’t micro-manage. I’ll make sure that we have regular 1:1s, and cross-team communications (see below) but everyone in the team is empowered to make decisions. I’ll be there to support them if they want guidance but I need people to make their own choices too… which means I need to be ready to support them if those choices don’t work out the way they, or I, might have liked.
  • Clear guidance: of course, I have a manager too. And he reports to our Directors. Things get passed down. I may not like everything that “passes my desk” but sometimes you just need to get on with it. Communication to my team about what’s required/expected, why it’s needed and when it needs to be done by is vitally important.
  • Communication: related to the above but making sure there are regular team calls. Even once a fortnight for 45 minutes (because we always over-ran 30 minute meetings and an hour is too long) is an opportunity to disseminate key messages and for everyone to share recent experiences. Every few months we’ll meet face to face for a day and work on something that gets added value from being together – but that’s not really remote working (or advisable in the current climate).
  • Understanding my limits: I’m a practicing Consultant as well as a people manager, so I’m not always there (I also work part-time). This goes hand in hand with the empowerment I mentioned above.
  • Tools: everything I’ve written in this post up to now has been about the people but technology can play its part too. I use Microsoft Teams extensively (you may have another choice – email, Slack, SharePoint, Yammer, or something else):
    • I work in the open – on Teams. Email in an Inbox is hidden whereas a post on Teams is visible to all who may have an interest.
    • When I’m not at work, my out of office reply directs people to post on Teams, where another member of the team might be able to help them.
    • Voice and video calls – Teams. Even my mobile phone is directed to a phone number that ends up in Teams.
    • When I set up a project, I use a Wiki in Teams to set out what is required of people – useful information about the client; what they expect from us; what the project is delivering (and how).
    • When I want to get a message out to a team (either hierarchical or virtual/project), I use Teams to communicate (hopefully clearly).

I’m not sure how successful I am – maybe my team can tell me – but it’s an approach that seems to work reasonably well so far. Hopefully it’s of some use to other people.

If you’re a manager, struggling with managing a remote team – or if you have some advice/guidance to share – please leave a comment below.

Further reading

(The up-to-date version of the Remote Work Survival Kit can always be found in Google Docs, with most of the content on the website). A PDF extract is created periodically.