دانلود کتاب مدیریت مهندسی از راه دور – مدیریت یک تیم مهندسی در دنیای دور اول

Back in 2012, I got my first ever job as a programmer at a local startup in Ottawa called Fluidware, which built the online survey software FluidSurveys. I was absolutely thrilled, but there was only one problem: I was going to be moving out of town in a few months. I took a chance and asked if I could continue working for the company remotely, something practically unheard of at the time, and to my surprise they said yes! This was back before Slack, Zoom, Google Meet, and all the remote-friendly tools and services that we rely on so heavily nowadays existed. We communicated over Google Chat, phone calls, and email threads.

That early introduction to the world of remote work was just the start. After a while, the company was acquired by SurveyMonkey, where I continued to work remotely and traveled to their international offices from time to time, even working in person full time for a while. In 2018, I rejoined the cofounders of Fluidware who had started a new company, Fellow (a meeting management platform), as the twelfth employee, fifth software engineer, and first remote member. Even though I had worked remotely for companies for seven years already, there was skepticism that being remote would actually work out—and for a while, it was tough. Startups don’t have the same resources as large companies, which meant that the meeting rooms didn’t have videoconferencing hardware, and everyone had to remember to call me from their laptops so I could join in on discussions. For town hall meetings with the whole company, I was dialled into a laptop which was placed on a chair, as if I were there sitting in the audience with everyone else. It was tricky being the only one, but we made it work.