What are the biggest friction points in working remotely?
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On-site teams have the benefit of spontaneous informal communication. It's quick and requires no planning. There is certainly some benefit to that. Regardless, execution is more important, regardless of whether the team is remote or not.
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I never feel get close to my colleagues. It just 'doing something' with ghosts!
The biggest friction point is having the necessary segmentation between work and personal life so that you can spend time reflecting on the other.
I used to enjoy my commute where I could think through problems at work as a part of my process in 'closing that door' for the day as I transition into personal life.
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Miss people, jokes, and memes that your colleague sent to you while sitting next to you :)
Really difficult to concentrate on tasks, you even start to believe that it's only your problem.
When I see other people always doing smth, complete tasks one by one, I start to think like "Am I really so lazy that I can't be like them?".
But, after a few conversations, I heard the same thoughts from my colleagues and friend. Makes life easier :)
No lunch dates with friends and colleagues. I used to eat out for lunch a lot, but now that I am working from home, I often just end up having leftovers for lunch alone.
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Lines between personal life, study and work are too blurry. Since my workspace is also my bedroom, I feel like I never fully disconnect from my responsibilities. Also, technology keeps me connected to work even in times I'm not supposed to be working (throughout Linkedin, Email, etc).
I also find it way more difficult to connect with people outside the formal sphere.
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COMMUNITY
A really wise man once said:
''people that you work with are, when you get down to it, your very best friends''
I cried right after
but, well... I don't know if we should listen to that wise man because he also said: '' If I had a gun with two bullets, and I was in a room with Hitl*r, bin-Lad*n, and Toby, I would sho0t Toby twice"
:) movie quote :)
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Tolstoy
Pixelstix
Second Brain for Engineering Managers