AoS: Given what has happened in 2020, and that GitLab has been fully remote for the best part of a decade, has your day-to-day role evolved at all, or not?
DM: My role has intensified dramatically due to the COVID-19 crisis. GitLab’s vision is to open-source its knowledge of remote, which led to the publishing of The Remote Playbook in March 2020. Over 80,000 leaders have downloaded the guide, with transitioning organizations such as Coinbase and Dropbox leveraging its content to design their own remote journeys. I’ve advised dozens of top companies, including Facebook.
I’ve since collaborated with scholars and leaders all over the globe, participating in hundreds of consultations, webinars, panels, and podcasts. I worked with our learning and development team to launch How to Manage a Remote Team on Coursera, which has racked up over 10,000 students in just under two months.
CNBC recently cited me and Sid Sijbrandij, GitLab’s Chief Executive, as the “oracles” of remote work.
AoS: And considering that the organization's distributed workforce spans 67 countries at the last count, how do you manage your working days?
I lean heavily on GitLab and asynchronous workflows. Bias towards asynchronous communication is a sub-value at GitLab, thus I manage my work using GitLab (the product).
AoS: What does a typical working day look like for a Head of Remote at GitLab?
DM: I embrace and model a non-linear workday. No two days are alike. I reserve mornings for fitness and often take multi-hour breaks during daylight hours to spend time with family and handle mundane errands. I prefer to do most of my deep work late into my evening. GitLab’s embrace of this model enables team members to work during their most productive hours as opposed to a rigid block.
AoS: What organizations do you think need a Head of Remote?
DM: Every organization with a digital output. The vast majority of companies will have some element of their organization impacted by the coronavirus-induced ‘great remote migration’, and failing to place intentionality on this sea change will ensure irrelevance when competing for top talent.
AoS: And how many other Heads of Remote have you come across?
DM: Very few. Most companies lack the expertise to even articulate the job description. GitLab pioneered this role, though I anticipate a massive surge in hiring for this role as companies realize the magnitude of change management required to get this right.
AoS: What top three tips would you give to help leaders better manage remote teams?
- Approach your role as an unblocker, not a director.
- Ask for feedback on what you can provide (tools, communications, benefits, etc.).
- Embrace asynchronous workflows urgently; otherwise, expect Zoom fatigue and other burnout factors.