Foremost is flexibility and trust. I intrinsically value and trust the individuals in the team that I work with - and that gives me the flexibility to understand that they work when they can, and we aren’t obsessed with daily updates or reports.
I’m a product manager at REKKI - a B2B marketplace linking restaurants and their suppliers - I am currently building and managing our fledging integrations product.
Tell us about your team!
How big is it?
2x developers / 1x sales engineer
Where are your teammates located?
In London but remote and Barcelona. As a company, we have teammates and stakeholders in the US and throughout Europe.
What does your team do? What are you responsible for?
Most of our customers need the automation that an integration between our product and their operation systems can offer as it reduces their overheads, and allows them to expand their business. This means building tools to help our customers simplify the interface with REKKI and thus helping them improve efficiency and reduce costs. Integrations/automation from our platform represents a key problem to be solved in the industry we are in.
What are the components of a strong remote culture?
Foremost is flexibility and trust. I intrinsically value and trust the individuals in the team that I work with - and that gives me the flexibility to understand that they work when they can, and we aren’t obsessed with daily updates or reports. It also helps me to bring them into the decision making process and building the business. It sounds trite but nothing else comes close in importance.
Strong remote cultures are built on strong connections. Strong connections are built with Hailey.
How do you make sure your team is happy and engaged in their work?
Happiness is relative right - personally I derive it from the feeling that the team is successful. Engagement however needs a strong vision, but also a realization that people aren’t robots - every part of our vision is democratic and we work on it together. Building the business as a co-operative isn't just a tactic to keep people engaged, but the best thing for the business itself.
Engagement however needs a strong vision, but also a realization that people aren’t robots - every part of our vision is democratic and we work on it together. Building the business as a co-operative isn't just a tactic to keep people engaged, but the best thing for the business itself.
What's your biggest challenge as a remote leader?
Checking in on myself - making sure that the communication channels are there. It can be so easy to simply make a decision with the people that are close physically - making sure the rest of the team are always aware is most of the battle.
My Remote Manager Toolbox
Not so much so far - but we are small and dedicated right now.
Not at the moment. You might say I have read the room on this one.
Definitely - finding out what people are passionate about outside of work is really important. Also, many of the teams I have worked with have families, that's a big part of their lives and I am genuinely interested to catch up with them over what’s happening there.
Products & Tools
Not at the moment. Whatsapp photos of holidays are about as far as we have gone.
Resources for remote leaders
Personally I listen to a lot of product influenced podcasts when running, as well as some podcasts outside of the work sphere that keep me inspired. They are The Knowledge Project, This is Product Management, and Farmerama. I can also recommend some great substack subscriptions - John Cutler’s The Beautiful Mess, Lenny’s Newsletter, Technically, and The Pragmatic Engineer. For anyone interested in food, Vittles is also great.
Make your company a great place to work
"Adding Hailey has been by far the lowest effort, highest impact thing we’ve done to bring our globally scattered team together!" - Mary Grace Reich