How should you adapt your approach, as a leader of remote engineers?

Now that your engineers are working remotely, it's a good time to consider how you'll give the leadership they want.

Managing people by - in part - listening with the backs of your ears was never a legitimate process, yet overhearing the daily conversations did gain a certain feel for things. With dimensions such as this removed, things can feel more opaque, yet you must still lead and deliver.

As many office-based engineers work with headphones on, you were probably already making some of the right adaptations - so let's now explore managing across remote teams.

Please consider in advance of the discussion, and be prepared to discuss;

• In what ways might you need to evolve your own thinking?
• How do you communicate the mission, where all are remote?
• How do you gain, and maintain, buy-in to that evolving mission?
• How do you foster a culture of doing the right things for the right reasons?
• How should ex-engineers adapt their thinking once they become managers?
• How do you know what's going on, but keep out of the detail?

Host: Robert Turnbull. Robert is currently 'Director of Agile Services', coaching distributed teams and driving the adoption of automated delivery pipelines. A pragmatist, he's interested in helping business leaders achieve agility above dogma. He can also draw upon his experiences from running nimble automated approaches to software engineering, DevOps and product delivery functions. https://www.linkedin.com/in/agilecoach247/