Recently, I had the pleasure of being interviewed by Peter Benei, founder of Anywhere Consulting, for his podcast on remote work. As someone who has been managing and helping remote teams for over a decade, I was excited to share my experiences and insights. Here's a recap of our conversation.
Peter Benei: Thanks for joining us, Daria. Can you tell us a bit about your background and how you got into remote work?
Daria Rudnik: My background is in HR and organizational development. I've worked for global organizations like Deloitte and Swedbank, and later moved into HR director roles for tech and telecom companies. My journey into remote work began when it was more "remote forced" than "remote first." We had teams spread across different countries, so working remotely became a necessity.
I've since worked on various projects connecting people from different places who wanted to create something but couldn't meet in person. This experience showed me the great opportunity remote work offers to enhance both the effectiveness and wellbeing of teams.
Peter: You have a unique perspective, having started in enterprise companies. How did remote work function in that setting compared to smaller teams you work with now?
Daria: In my experience at Swedbank, we had a project involving offices in Estonia, Latvia, Lithuania, and Russia. We met weekly or bi-weekly via conference calls, which were honestly terrible, especially when some people were in a room together and others weren't. Email was our primary collaboration tool.
The biggest challenge wasn't the technology, though. It was ensuring everyone understood the project's goals and stayed aligned. That's why I always emphasize the importance of a kickoff meeting to get to know team members personally, even if it's just via video call.
Peter: How do you justify the time investment in asynchronous work and documentation to leaders who might see it as a resource drain?
Daria: I usually look at past failures and mistakes to identify what information was lost. Then, we create documentation based on these common issues. It's not about documenting everything extensively, but focusing on the most critical aspects.
For example, we might document working hours expectations. Not everyone needs to work 9-5, but perhaps everyone needs to be available from 12-4, with flexibility outside that window. These guidelines help people feel comfortable doing their job when and where they want while ensuring there's time for synchronous communication with team members.
Peter: Let's talk about self-reflection in leadership. How can you help team leaders and managers be more self-reflective about the problems and bottlenecks they might face with their teams?
Daria: It's a challenging question. Many organizations actually have tools for self-reflection, like performance management systems or OKRs, but they're often used incorrectly. Instead of using these for ratings or promotions, they should be used as developmental tools.
When used correctly, these systems create a process where leaders reflect on their journey, ask for feedback from team members, and think about their people's growth. It becomes a mutual support system where people help each other grow.
The challenge is that reflection requires stepping back from operations and immediate goal achievement. We're dependent on the dopamine rush of completing tasks, and reflection doesn't provide that immediate reward. It's a slower process that we're not used to, but it's crucial for long-term success.
Peter: What do you see as the main differences between remote and hybrid work in terms of collaboration?
Daria: The biggest challenge in hybrid work is location bias. People in the office often have more access to decision-makers and are more visible. It's crucial to be aware of this and ensure that remote team members have equal opportunities to speak up and showcase their work.
To combat this, companies should structure all collaboration and meetings as if everyone is remote, even when some people are in the office. Self-awareness is also key – both for in-office and remote workers – to ensure equal participation and influence.
Peter: What's your vision for the future of work?
Daria: I envision a future where there's no single heroic leader with all the answers, but rather empowered teams who can work from anywhere, anytime. Work will be valued based on results, not hours at a desk. Organizations will function as teams of teams, without departmental silos, collaborating seamlessly with partners, clients, and regulators. It's an ecosystem of people working together to create more value.
This conversation with Peter reinforced my belief in the power of remote work to transform how we collaborate and create value. As we navigate this evolving landscape, I'm excited to continue helping teams and organizations adapt and thrive in this new world of work.
If you're interested in learning more about making remote teams work effectively, check out my ebook, "Click: How to Make Your Remote Team Work." And feel free to connect with me on LinkedIn – I'm always happy to chat about remote work and team dynamics!
Peter Benei: Thanks for joining us, Daria. Can you tell us a bit about your background and how you got into remote work?
Daria Rudnik: My background is in HR and organizational development. I've worked for global organizations like Deloitte and Swedbank, and later moved into HR director roles for tech and telecom companies. My journey into remote work began when it was more "remote forced" than "remote first." We had teams spread across different countries, so working remotely became a necessity.
I've since worked on various projects connecting people from different places who wanted to create something but couldn't meet in person. This experience showed me the great opportunity remote work offers to enhance both the effectiveness and wellbeing of teams.
Peter: You have a unique perspective, having started in enterprise companies. How did remote work function in that setting compared to smaller teams you work with now?
Daria: In my experience at Swedbank, we had a project involving offices in Estonia, Latvia, Lithuania, and Russia. We met weekly or bi-weekly via conference calls, which were honestly terrible, especially when some people were in a room together and others weren't. Email was our primary collaboration tool.
The biggest challenge wasn't the technology, though. It was ensuring everyone understood the project's goals and stayed aligned. That's why I always emphasize the importance of a kickoff meeting to get to know team members personally, even if it's just via video call.
Peter: How do you justify the time investment in asynchronous work and documentation to leaders who might see it as a resource drain?
Daria: I usually look at past failures and mistakes to identify what information was lost. Then, we create documentation based on these common issues. It's not about documenting everything extensively, but focusing on the most critical aspects.
For example, we might document working hours expectations. Not everyone needs to work 9-5, but perhaps everyone needs to be available from 12-4, with flexibility outside that window. These guidelines help people feel comfortable doing their job when and where they want while ensuring there's time for synchronous communication with team members.
Peter: Let's talk about self-reflection in leadership. How can you help team leaders and managers be more self-reflective about the problems and bottlenecks they might face with their teams?
Daria: It's a challenging question. Many organizations actually have tools for self-reflection, like performance management systems or OKRs, but they're often used incorrectly. Instead of using these for ratings or promotions, they should be used as developmental tools.
When used correctly, these systems create a process where leaders reflect on their journey, ask for feedback from team members, and think about their people's growth. It becomes a mutual support system where people help each other grow.
The challenge is that reflection requires stepping back from operations and immediate goal achievement. We're dependent on the dopamine rush of completing tasks, and reflection doesn't provide that immediate reward. It's a slower process that we're not used to, but it's crucial for long-term success.
Peter: What do you see as the main differences between remote and hybrid work in terms of collaboration?
Daria: The biggest challenge in hybrid work is location bias. People in the office often have more access to decision-makers and are more visible. It's crucial to be aware of this and ensure that remote team members have equal opportunities to speak up and showcase their work.
To combat this, companies should structure all collaboration and meetings as if everyone is remote, even when some people are in the office. Self-awareness is also key – both for in-office and remote workers – to ensure equal participation and influence.
Peter: What's your vision for the future of work?
Daria: I envision a future where there's no single heroic leader with all the answers, but rather empowered teams who can work from anywhere, anytime. Work will be valued based on results, not hours at a desk. Organizations will function as teams of teams, without departmental silos, collaborating seamlessly with partners, clients, and regulators. It's an ecosystem of people working together to create more value.
This conversation with Peter reinforced my belief in the power of remote work to transform how we collaborate and create value. As we navigate this evolving landscape, I'm excited to continue helping teams and organizations adapt and thrive in this new world of work.
If you're interested in learning more about making remote teams work effectively, check out my ebook, "Click: How to Make Your Remote Team Work." And feel free to connect with me on LinkedIn – I'm always happy to chat about remote work and team dynamics!