Come to think of it, I'm wondering if that's where the split comes in. Upper management sees their productivity go down -- on what's fundamentally an interpersonal endeavour -- while individual contributors see theirs go up -- on what's primarily solitary ones. As a result, there is friction with top-down work-from-office mandates.
Getting your head down and coding on your personal goal is easy remotely.
I think some ICs like that it's harder for people to say to them that they are driving in the wrong direction, even if it's still true.
If you've played MMOs, been parts of raids, or been active in a guild - you figure out how to solve these problems.
I've been in a community management and moderation role entirely online - those interactions and issues were, by far, the most subjective and complex project discussions I have had to conduct.
I believe that there is an entire generation of workers AND managers, who will be entering the workforce with highly effective remote working habits.
The caveat is, that this applies to work that can be done online, where your product can be examined and verified online.
You are right, however I would say that raids and coordinated e-sports were on the periphery when I was playing. I had to set up my own teams and lan tournaments.
Nice distinction to highlight though, thank you! The skill set would require specific coordination skills, not just being able to play team matches occasionally.
I suppose its proof that the skill exists, just not its distribution in the workforce.
As a manager, with both WFH and in-office employees, the difference is very clear on my end: In-office employees do undeniably better. In my personal experience, of course.
I think this is extremely cynical. Feedback makes for good organizations, and when I built teams, anyone who doesn't value, actively solicit, and provide good feedback doesn't have a very long tenure.
There are many things which go into building this culture, but I think I've only had one or two cases where this led to negative career impact for individuals. Most people adopt to this very quickly, very well, and work well in high-feedback settings.
I've absolutely never had, nor could imagine having, this problem on teams I've led.
Much more, I find the limitation is on my end. Going for a walk-and-talk is relaxing. A Zoom meeting is tiring. 1-2 Zoom meetings per day is not a problem, but a day of Zoom meetings basically leaves me a zombie. Group meetings are also much more tiring online than 1:1s.
I'm a good in-person manager. I'm also a good remote IC. I not nearly as good with those flipped around.
I also don't find any of these to be the case for me:
> keeping people on target is difficult remotely. Consensus is difficult remotely. Feedback is difficult remotely
I can do all of those individually -- quite well -- remotely. I just can't do those for anywhere close to 8 hours per day.
To be very clear: That's me. I'm not speaking for you or for anyone else, and YMMV. I'd be genuinely interested in hearing other stories or contradictory opinions, and how things work for others.
Most offices I’ve been in have had deficient conference room setups and open floor plans, and I’ve come to enjoy the ease with which private conversations, pairing, and ad hoc meetings can happen without being disruptive to others or booking a room way in advance.
I do think that conversations have higher bandwidth in person, and I’ve really missed having a proper big whiteboard to gather around, but I’ve come to realize that this restriction can be a positive forcing function for organizations to write things out and maintain more organized planning documents, which is a desirable outcome.
Managing people is really really hard, but we seem to have a managerial class who seem to be getting away with doing it very poorly.
I like your reply, but for different reasons. I am a middle school teacher, and my day to day is managing people. It is tiring, decidedly so, and yet at the end of the day, management is rewarding for me for because it is relationship building through gaining individual understanding and building classroom consensus.
I love my job and am good at my job. But if I’m to step outside of my classroom your latter quote becomes far too truthful for me:
“we seem to have a managerial class who seem to be getting away with doing it very poorly”
Your quote applies directly to my supposed superiors; assistant principals, principals, and higher ups in the school board. Most of the managerial class outside of a classroom is trash at their jobs. Their management style seems mostly morale busting and ego inflation at day’s end.
I agree with you, just from a different occupational domain.
It also adds an extra hurdle for those who aren't particularly skilled at management.