You don’t need a full-time leader

Fractional leadership is getting more popular. But it is just the beginning. 

As we have tectonic shifts in how we work, employing part-time staff will become a norm in the upcoming years.

In today's newsletter, I will talk about fractional leadership. What it means, but more importantly, when should you consider going with a fractional leader instead a full-time one?

So what is a fractional leader?

Most people mix and match three terms: part-time, consultant, and fractional. So let's clear up the clouds and go into terminology mode.

A consultant works on projects, and they have an end date on their contract. They are hired to do a project. Once that's done, they are out. 

They are also externals, so they are not part of your internal team. No one is reporting to them. So they don't act on behalf of your company.

Fractionals have no end date on their contract. They are hired to do the job for you. They can stay with the company indefinitely as other employees.

They are part of your internal team, part of your org chart, and can act on behalf of your company.

Part-time, on the other hand, just explains the availability. Fractionals are working for you part-time, depending on your needs. 

When do you need a fractional leader?

I see two use cases nowadays, and other fractionals confirm these. 

Most are small businesses—startups, scaleups, or just regular brick-and-mortar SMBs.  

The other ones are grown-up companies, even enterprises. They need a helping hand of a fractional member whom, in most cases, they move full-time later.

Let's talk about the first ones here only. 

In most cases, let's be honest here, you don't need a full-time CFO/CMO/COO for your tech startup at a stage where you have only 10-20 people. 

Yet, you still need leadership. A C-suite executive with solid experience who can build out your foundational processes, define and implement your strategy, and build & manage your team. 

So more and more scaleups opt-in for a fractional. They don't want to spend 200K+ per year for a rockstar. So they spend friction of this cost for a fractional, who's there for 1-3 days with their team but provides the same results.

The terms are the same as a full-time person. The results, however, can be even more.

Fractionals don't have time to dive into politics or bureaucracy. Instead, they need to produce results in a shorter period.  

Some companies even employ a full-time leader AND a fractional next to it. It is a trend in CMOs, by the way. Why? The full-time CMO leader is busy with strategy & management, so help is needed to kick off a new campaign. An occasionally available fractional CMO is a perfect solution.

The future of work is fractional.

There is a bigger picture in this trend. Two main factors are driving the adoption of fractional employment. 

The first one is remote work. Previously, it was hard to do multiple part-time jobs as you had to travel to multiple offices. Now this is not the case.

The second one is AI. The mass-scale adoption of AI leads to a point where automation will take over more workflows. The less work we need to do, the less need to keep people tied into a full-time management role.

Today it is the mid-management that is doing fractional work. However, it will be a norm for everyone in the following years, even on junior levels. 

If you want to dive deeper into this topic, I had a fantastic talk with Karina Mikhli. She is a fractional COO and the founder of the largest community of fractional leaders, Fractionals United.

Listen to the episode here.

Over to you - what do you think? Would you employ fractional leaders?

Peter

---

Share this post!

The five principles of delegating tasks remotely

I love basic stuff. One thing I see during my course of mentorship & consulting with others is that one of the biggest root-cause for all things chaos in remote team operations is the inability to delegate sharply.

You can't scale if you micromanage everything.

As a manager, you need to delegate tasks off your plate to others.

Delegation is an action. And as an action, it is the most common and fundamental one regarding collaboration. 

It's basic. Everyone does it. 

Yet, almost all problems start here. Everyone messes this up. 

So today, I will focus on the basics and share how I delegate. 

I keep five principles at all times with delegation. 

1. Start with the what.

Define the task first. What do you want to delegate?

Keep it brief. 

I've learned this from my advertising agency years, where we wrote briefs on creative tasks to each other. 

Keep it very precise. Ignore the jargon and the bullshit. 

Write it so your grandma will understand it. 

Write it so it is possible to read it within a minute. 

For example: I need help with a spreadsheet with all the details of this year's conferences for developers. I need at least 50 conferences with all their details marked on the sheet. The task involves sourcing, filling out the details, and, if needed, engaging with conference organizers to help fill out details not publicly available on the conference websites. 

2. Bring context, the why.

Move forward with the why. It brings clarity, transparency, and alignment.

Keep this one short as well - reflect on strategic documents, goals, and larger task groups. 

Context helps your team to put the task in the correct flow and understand the background. Even if this is a short and almost meaningless task, it contributes to a larger picture.

For example: We need the conference sheet to pitch ourselves as sponsors, speakers, or regular attendees. It is our operating sheet to increase brand awareness and one of the most important documents for our partnership team. 

3. Define who's responsible.

Only one person is responsible all the time. 

If everyone is responsible, no one is. 

Yet, there can be others helping or contributing. 

I use the simple RACI model to figure out who's who in the picture. 

R = responsible, the person who's doing the task.

A = accountable, the person who's accountable for finishing the task.

C = consulted, the person(s) contributing or consulted for help.

I = informed, the person(s) who will be aware of this task.

Accountable people are the team leads, usually. Consulted people are other team members. Informed people are the whole team. But that's generic; figure it out based on your team structure.

For example: R = the marketing manager who's doing the task. A = the CMO who's accountable for finishing the task. C = partnership manager who can help with the task. I = the marketing & sales team.

4. Define the workflow.

As the manager, you have to define how this task gets completed.

Regular workflow has two things:

• Check-in points, where you check in on the project to see if it has progressed.

• Q&A options, defining when and how you can show support.

The more complex the task is, the more check-in points are required.

For example: We will check in on the sheet update next week at our weekly marketing meeting. The Q&A option is available on Slack. We can escalate support to a 1:1 meeting only if needed.

5. Lastly, use a written template.

I should have started these points with this one, which is the most important. 

Most people mess up delegation because of one single reason: they delegate via meetings. 

I had a saying, and I'm sure not the only one with it, that anything spoken is considered an event that never happened. I consider something happened if it is written down. 

I can't count how many times I've heard this from leaders: 

"But I told Jimmy what to do, yet, he does something different…" 

"Ok, but how did you delegate?" 

"Oh, we had a meeting last week where I told him what to do." 

"Ok... I think I know what the problem is......"

Write it things down. Use a template so it forces you to write down precisely what you need. With that, there will be less clutter and more clarity.

I added a resource to our Hub, a delegation briefing template. It is generic but gives you an idea of using one for your needs. Find it here.

I hope this helps solve one of the most fundamental problems in operations. 

How do you delegate tasks to your team?

Peter

---

Share this post!

Embracing Teal Principles

Let's talk about Teal.

It is a long-standing debt on my end to shine a light on this concept as it is more closely connected to the future of work than any other approaches like lean or agile. 

In this edition of Leadership Anywhere, we'll explore the Teal principles and their potential applications for remote leadership. 

The world of work is evolving, and the rise of remote work, asynchronous collaboration, and location-independent businesses is challenging traditional leadership models. 

As described by Frederic Laloux in "Reinventing Organizations," Teal organizations offer valuable insights into how leaders can effectively manage distributed teams and scale businesses regardless of location. 

1. Self-Management in Remote Work Environments

One of the core principles of Teal organizations is self-management, which is particularly relevant in remote work settings. 

With employees scattered across different locations and time zones, leaders must foster a culture of autonomy, trust, and personal responsibility.

Encourage asynchronous communication.

Provide tools and guidelines for team members to communicate effectively and asynchronously, minimizing disruptions and promoting a focused work environment.

Embrace and create a documentation habit and focus on written communication. Go step by step—no need to rewire the entire structure on day 1.

Set clear expectations and outcomes.

Define objectives and desired outcomes, allowing team members the freedom to determine the best ways to achieve them.

Focusing on outcomes, not the list of tasks, is crucial as it incentivizes the impact of collective input, not the input itself for teams.

Foster a culture of trust.

Trust your team to make decisions and encourage them to take ownership of their work. Offer support and guidance as needed, but avoid micromanaging.

Autonomy is provided, not created. It happens in a supported environment. You, as a leader, must make the environment and support the collaboration to provide autonomy indirectly.

2. Wholeness: Embracing the Whole Person in Remote Work

Teal organizations value the concept of "wholeness," where individuals are encouraged to bring their whole selves to work. 

Remote leaders can apply this principle by creating an inclusive environment supporting personal and professional development.

Promote work-life integration.

Encourage team members to find a balance between work and personal life, recognizing the unique challenges of remote work.

Let the individuals decide how they approach work-life balance and how they integrate the two.

Offer opportunities for personal growth.

Provide resources and support for personal development through training, mentorship, or other growth opportunities.

Learning and development must be personalized for individuals and should respect professional and personal growth.

Create safe spaces for open communication.

Foster an atmosphere where team members feel comfortable sharing their ideas, concerns, and emotions, promoting emotional well-being and psychological safety.

Invest in therapy - should be professional or personal. The future of workplaces should have a complete approach toward human well-being that doesn't stop at the doctor's office.

3. Evolutionary Purpose: Guiding Teams Toward a Shared Vision

In Teal organizations, the concept of evolutionary purpose plays a central role. 

Remote leaders can harness this principle by aligning their teams around a shared purpose, creating a sense of direction and unity in the face of geographical dispersion.

Develop a clear, compelling vision.

Articulate a vision that inspires and guides your team, providing a sense of purpose and direction. 

Your vision should be the backbone of the company's mission. Don't ignore that; it is the most essential document any company can create.

Involve team members in decision-making.

Engage employees in setting goals, defining strategy, and making decisions, fostering a sense of ownership and commitment to the organization's purpose.

The future of decisions is collaborative.

Encourage innovation and adaptability.

Foster a culture that embraces change, experimentation, and continuous learning, allowing your team to evolve and adapt to the ever-changing remote work landscape.

Teal principles offer valuable insights and lessons for leaders looking to thrive in the future of remote work. 

Remote leaders can create dynamic, resilient organizations that empower employees, promote well-being, and drive innovation by embracing self-management, wholeness, and evolutionary purpose. 

Teal principles are also great for creating sustainable businesses. Hyper-growth creates burnout and takes a toll on teams. 

Growth takes time. 

Peter

---

How to practice self-reflection as a leader?

Let's face it - most people aren't great at self-reflection.

They may think they understand their own behavior, but in reality, they don't. This lack of self-awareness can lead to misunderstandings and workplace tensions, especially in diverse remote teams.

Today, I want to share an actionable tip to help bridge this gap: creating a personal user manual.

Why write a personal user manual?

With remote work, we're collaborating with people from different backgrounds, cultures, and continents.

Understanding how we work individually is crucial for fostering a productive and harmonious environment.

A personal user manual helps you gain self-awareness and provides insights for your teammates on working effectively with you.

How to create your user manual?

It's essential to write it down, as the process encourages self-reflection.

Think of it as a mini-retreat or mindfulness exercise focused on understanding your work preferences.

Consider using a template to make it more structured and consistent across your team.

It helps you stay focused and ensures everyone is on the same page.

What should be included in the manual?

Your manual should cover how you prefer to work and communicate with others.

Here are some key points to include:

1. How do you prefer others to communicate with you?

2. How do you like communicating with others?

3. How do you prefer to collaborate with others?

4. What are your core values?

5. What are your main trigger points?

6. What is your cognitive approach to problems?

7. What's your background experience?

Need help creating a template? Check out the one I've shared on Anywhere Hub.

Remember, the goal is not just to write your own manual but also to read those of your teammates.

This practice will improve your self-awareness and help you better understand your colleagues.

We can't read minds, but we can try to share our preferences and understand others'.

Give it a try, and watch your team's collaboration thrive.

Peter

---

Beyond hypergrowth and sustainable growth for scaleups

There is an age-old debate on speed over efficiency — hypergrowth vs. slow-building. 

The duality of this concept is inherently wrong on so many levels. And it drives many debates and fuels even more excuses for investing time and resources in initiatives that matter.

Now it is a bit better. You can find some startup founders who are open to discussing sustainable growth. This wasn't the case in cranked-up VC-powered Unicornland a few years ago.

Today I'll break down this debate and show you a 3rd way of building a scaleup. 

The reality of Unicornland.

Anyone who worked for or with a startup knows how much gravity the usual startup journey has. 

1. Have an idea, build an MVP on it.

2. Sell the MVP to your first employees (co-founders).

3. Sell the MVP team to your friends & family & peers (first funding).

4. Sell the MVP business to your first investors (angel round or seed round if you join an accelerator/incubator). 

5. Reach product-market fit and make some quick revenue.

6. Sell the barely stitched-together company to your first real investors (Series A).

7. Now we are in business!

All this journey happens within 1-2 years. If you do it right, you get a 9-figure cheque. Congratulations, you are a unicorn.

The reality is that less than 5% complete this journey. The rest will close doors within their first years. 

The model is broken as it is geared towards investment. It is not geared toward builders or owners of businesses. 

Hypergrowth comes at huge costs, even if you make it to Unicornland:

• Completely burned out team members. Working at a startup sounds cool (really?), but it is one of the most stressful workplaces ever.

• Total organizational chaos and a "fake it till you make it" attitude.

• "Shiny object syndrome," which prevents real innovation and real growth.

So even IF you make it, you still have to deal with these. Not many founders can. 

The "be a camel" argument.

Alex Lazarov wrote a great article in 2020 for the HBR titled "Startups, it's time to think like camels - not unicorns."

It was part of the sustainable growth trend that blossomed in the post-crisis, pre-pandemic era. 

Basically, the argument is this:

• Instead of fulfilling VC's wishes for hypergrowth, founders need to cherish the sustainable, resilient growth that can withstand any market situation.

• Instead of "go investment heavy," you should "go cash heavy." Prioritize slow but predictable revenue making and accumulate a "rainy days" fund for your business.

• Acknowledge the cost of things and price it in. VC-funded startups treat their funding as free money to burn. On the other hand, camels understand costs and put in their offers.

That, of course, came with a set of new practices for founders. Prioritizing efficiency over speed means more resources invested in people, operations, and structure. 

These companies grow slower but are more resilient in changing economic circumstances. And this was "coined" pre-pandemic, so the landscape has shifted significantly since then. 

But there is a problem. And those trying to sell sustainable growth (internally or externally, it doesn't matter) probably have heard this counter-argument before:

I can't afford to grow slowly. If I don't reach a certain stage, my competitors will swallow me for good, or I lose market share.

But there is a third way which takes the best from both worlds. It's boring and not unique, but it has been used for ages and works. 

The modular growth.

It is a simple setup. It has three core features:

• You have a core non-modular team centered around an idea, MVP, or product, depending on the stage—your core founding team with some other core employees.

• On top of your core team, you have a fully modular team. Fractional people, freelancers, consultants, agencies, service providers, you name it. Quick-to-hire, extremely fast to get them up to speed.

• To operate it, you have fully flat and transparent operations that treat everyone equally - regardless if they are part of the modular or core teams.

You have the high-growth option because your setup is extremely flexible. Depending on the situation, you can easily scale up or down your focus.

You have sustainable growth because your operations are transparent and flat. You accumulate knowledge and delegate it to whoever is available.

You can raise funding if you want, as you have a small core team that owns the IP. 

You are modular and flexible, so you can transfer people between modular and core teams however you (or them) like as operations treat everyone equally (meaning you are working together, not outsourcing work).

Here are three examples of this model (or its variations) currently in use today. Funny, but they may not even think that they are using this model.

1. The most obvious use case is any enterprise business that employs many contractors. Most contractors can access anything, but their terms are easily reevaluated if the projects fall apart.

2. Almost any open-source project where the core team handles operations and holds the IP & product roadmap, but contributors help move the ship forward. Sometimes for rewards, sometimes just for fun.

3. The newest example is some web3 projects - with deep open-source roots, by the way - where people contribute and get compensated based on their contribution and participation. But the terms of their "connection" to the project are open, transparent, and flexible.

I told you it is a boring concept. But it works. So why it's not that popular? I can tell you why.

When you start a business, many founders have their dreams up high.

Ok, this is when I will have my OWN office, team, and company. 

Some people in a coworking space plus a bunch of freelancers around them is not a shining city on the hill for most founders.

Also, doing transparent and flat organizations goes against almost any management knowledge people have accumulated over the years. It gives zero cr*p about your authority but requires all your trust in people.

Here is how I explain to my clients that this model is worth the try - aside from the fact that it is working for other successful companies. 

1. Your core team will be the people who are needed most. You will trust them anyway. Pick them very carefully because they can make or break your business.

2. On the other hand, the modular team will be a bunch of experts. You don't need to train them. You don't need to sell them your employee brand, whatever. Those people with amazing skills will work for you for a fraction of the time and cost but with high efficiency. You do trust your plumber, right? Trust your fractional CMO as well. It's not their first rodeo.

3. Finally, let that sink in: you don't have a company yet. You have an MVP of a company. You have a venture, at best. So don't act like the CEO of Microsoft during your first years in business. Modular setup is a transitional period until you will have a company.

The modular setup is for those who want to build a resilient, sustainable business that can withstand extreme changes. But they also don't want to sacrifice speed over efficiency. 

You must kill your vanity dreams and amp up your risk tolerance to go with it. But I can guarantee you that it will be worth it.

Peter

---

Share this post!

Hiring digital nomads - unlocking the power of a globally-minded workforce

Most of these newsletter editions are practical or theoretical, so they either help you or inspire you to create better remote operations. However, this one is a bit more personal.

We can't ignore digital nomads when we talk about remote work. They are the OGs, the community that has started it all. They worked remotely before it was cool or mandatory. As managers of remote businesses, we need to discuss why you need to hire them. But let me step back a bit and approach this topic as a confession. 

There are character traits that make someone a fantastic person to work with. Qualities that make one a great addition to any team. I search for these traits when I hire someone proactively. To be honest, these traits are even more important to me than almost any kind of skill. People can learn skills. But it is so much harder to improve someone's character. 

So let's talk about these traits, as most digital nomads naturally have them, which makes them a great hire.

Curiosity: the natural instinct for learning and growth

Curious people are always ready to learn new things and develop their skills. They are also the ones who ask controversial and hard questions. 

I love people who ask the "why" question a lot. 

Digital nomads are naturally curious. If they weren't, there would be no point in traveling and adapting to new situations every day.

Workplaces can use this curiosity to foster continuous learning and growth, ensuring their team members remain agile and competitive.

Curiosity is also the foundational stone for the trendy buzzword, growth mindset.

Problem-solving: a mindset shaped by constant travel

I talk about this a lot in terms of inspirational leadership. Problem-solving is a mindset of positivity. 

It means you are positive and ready to face challenges. You get your hands dirty and solve the problems as they come up. You don't feel anxiety, stress, or overwhelming issues when solving problems.

For digital nomads, solving problems is a necessity. If they wouldn't be great problem solvers, they wouldn't be able to travel. 

They need to adapt to new situations constantly. They are in problem-solving mode 0-24. Even if they travel slowly, the mindset is there.

So if you need someone who solves problems rapidly, nomads are here to help. 

Diversity and open-mindedness: a catalyst for innovation

To be able to innovate, you need three things:

1. Curiosity to do better

2. Problem-solving to go forward

3. And an open mind to iterate all the time

Diversity is excellent fuel for an open mind. But, honestly, it is not a gender, race, or whatever question to have a diverse team. It is not (just) about equal representation. 

It is all about having different world views collide. The more, the better. The more diverse, the more open the workplace. The more open, the more innovative.

Embracing diversity and open thinking is mandatory for nomads. If you live in a different culture than yours, you have to be open-minded. The more countries you visit and live in, the more diverse your thinking becomes.

For workplaces, digital nomads are a safe bet for innovation. They bring out-of-the-box thinking by nature.

Communication: the glue that sticks companies together

Lastly, you need people who communicate perfectly. Those who do, are the ones who drive the company forward. 

Good communication means that people are precise, proactive, and honest. 

Nomads are naturally great at communication since they live in different communities all the time. 

Traveling solo or even as a couple is a lonely experience sometimes. So communication helps to gain new friends, find new communities, and feel a sense of belonging. 

Companies can use this trait to boost team engagement and naturally cultivate a culture. Nomads are usually the connectors of teams.

There you go. There are 4 traits that I'm looking for - so should you - when hiring someone remotely:

1. Find the curious ones.

2. Find the problem-solvers.

3. Find those who are open-minded.

4. And find those who communicate well.

If you have those and a sense of a drive to grow, you'll find a gem on the shore. After that, skills are secondary.

I had an amazing chat with Nina Keizer lately - she runs the Digital Nomads Daily Show. Listen to the episode to learn more about what digital nomads can bring to the table.

Thanks for reading!

---

How to use people analytics to increase efficiency

People analytics. Only some leaders know the term and how it can help your business. 

In this week's edition, let me give you a glimpse of what you can do with the insights people analytics can provide.

First of all, what is people analytics - we need to clarify it before we dive into it. 

People analytics uses data, statistical analysis, and other analytical methods to understand and optimize various aspects of your workforce.

It can include employee performance, productivity, engagement, retention, diversity, and more. 

People analytics aims to use data-driven insights to make better, more informed decisions that improve business outcomes.

People analytics usually comes with software that collects data sets from your company from areas like:

• Collaboration metrics, how your team works together on various platforms.

• Calendar data, how your team meets, when, and how often, with whom included.

• Performance insights on project contributions by your team members.

• HR data on team-level insights on leaves, time-offs, diversity, onboarding flow, and other elements.

• Overall company activities such as company wiki growth, performance, and high-level growth insights.

These are just examples since you can customize most tools to your needs. It is up to you what you want to measure and how. 

Most people analytics tools provide support and guidance if you need clarification about how to start.

We trust what we see. 

So we need to see things to build up trust. In the traditional office setup, managers had this ability - or at least they had the illusion of it. They walked the floor. We called fly-by-management. 

We don't have this ability in a remote-first setup or hybrid scenario. Yet, we expect managers to trust their teams. No wonder online meetings skyrocketed when everyone started working from home during the pandemic. 

Managers lost their ability to "see" how the team works together. 

People analytics can help solve this problem by providing a visual dashboard for managers. 

Indirectly, people analytics creates trust, improves operational transparency, and helps managers spend more time supporting their teams.

But what are the areas where we can use the help of data?

The first area is the most popular, employee engagement. 

People analytics can provide insights into job satisfaction, employee fluctuation, employee retention, well-being, work-life balance, location flexibility, compensation, and career growth. 

The more you know about your team members and how they spend their time within the organization, the better support you can provide for them. 

Another point is prevention. People analytics measure the growth of your team so it can address problems even before they present themselves. 

The second most important use case is hiring and onboarding. 

When you hire people, you have massive data on the hiring process. 

Which is the most active hiring channel, and where should you focus your recruitment process?

How long is the hiring process, and where do people mostly drop off? How can you refine the process to make it easier to follow?

How efficient is your onboarding process? When are people fully onboarded and start contributing fully to projects?

When do you need to hire and grow your team? Is there a team where there's too much pressure, and a new addition can help? Also, do you have any skill gaps within your teams that cry out for a new hire?

How diverse is your hiring? From the usual suspects of gender and race, how diverse is your team regarding nationality and location? Where and who do you need to hire?

The third most important use case is collaboration analytics.

That is a popular one, my personal favorite.

So you think you work together efficiently? Think again - people analytics can track team collaboration activities and present insights that might surprise you.

How much time do you spend on meetings? How many people are in those meetings? How long are those meetings? What is the outcome after those meetings? Do you see a performance boost after meetings?

How and where do you contribute to workflows in written form? Who is more email-focused, and who is more chat-focused? How do you build your company wiki with documentation? Which teams contribute most and where?

How do you work across different teams? Do you have enough time spent on cross-team collaboration? How siloed is your company?

Which teams are the main contributors in terms of output? Which teams produce the most outcomes? Unfortunately, those two are not the same!

And plain and simple, what are you working on? Is it product development? Is it sales and marketing? Where do you have most of your resources? 

There are some indirect benefits of using people analytics.

To unlock these benefits, you must share the insights with your team - which I highly suggest you do!

The insights foster self-organization and self-refinement. The better the understanding of your teams work, the more likely they can organize their workflows accordingly. 

Everyone wants to do an efficient job by not spending time on tasks with low value or that could have been done better. 

By sharing the data, you create a more transparent workplace. Transparency drives trust. The more trust you have, the higher the employee engagement and loyalty. 

People feel valued if they are trusted. 

And for obvious reasons, the direct impact on employee engagement, better operational efficiency, and team retention will indirectly improve your overall metrics. 

Your company can grow with confidence. 

You, as a manager, can grow with confidence. 

If you want to learn more about people analytics, I have had two amazing episodes with experts lately on the Leadership Anywhere podcast with Anita Zbieg from Network Perspective and Stefan van Tulder from Talent Data Labs.

How do you measure the activities of your teams? 

The better information we have about how we work, the better we work.

Thanks for reading!

---

How artificial intelligence (AI) will change the way we work

This edition of Leadership Anywhere is an edited version of the article I wrote on the Remote-First Institute - you can read the full version here.

If you are not been living under a rock in the last 3 months, you've probably heard about the boom in AI.

AI will fundamentally change how we work. 

But it is still early to see how. 

Still, I wanted to highlight 5 trends in the future of work that I am pretty sure will take a hit from AI.

Before we dive in, we need to talk a bit about what I mean by AI. 

It is important since this is a new trend, and some people just throw the word AI on anything without logic.

AI is a tool that does two things amazingly:

First, it takes massive data, analyzes it, and throws it back at us.

1. It can be text (copywriting with AI)

   1. It can be visuals (images done by AI)

   2. It can be audio (music by AI)

   3. It can be raw data (datasets by AI)

   4. Or the combo of all of the above

Second, it can automate stuff. 

• Bots, assistants.

• Activities, flows, processes.

The bottom line is that AI helps with analysis and automation. 

Does this mean AI will do our work, collaboration, documentation, meetings, and all? 

No. But there are certain areas where we will see more AI.

You better be prepared for them.

Problem-solving > problem-analyzation

AI will do most of the analytics part of our jobs. 

Data mining, data science (simple versions first), and data building, most of these will be AI-related flows.

As with anything regarding AI, you will need the human element of prompt engineers. Someone has to make the hypothesis - bots can't do that (yet).

But we won't need most of the people who are working with data now. 

On the other hand, problem-solving will become a valued skill. 

Human prompters will be the future of problem-solvers. 

And problem-solving requires creativity. 

Creativity > technology

I'm a dinosaur, so I remember when we had "big ideas" in the ad world. 
I also remember when we over-technologized the creative process. 

Everything became a template. Generalized design, structures, ideas, and copy all lost the creative spark.

Everything became a SaaS. Everything became a hack. 

Creative companies became tech companies. It was a sad, grey, conformist change in the world. 

With the introduction of AI to the picture, this process will look like you would have put oil on the fire. 

Literally, all platforms will feature AI-generated content. It will happen this year but will fully blow out next. 

I am 100% sure that people will get enough of that. And I am also 100% sure that because of that, creativity will win back the seat.

Unique but still AI-supported content will win the day. 

Those who can provide the spark, the flaring edge in their work, will outcompete the army of templates. 

People analytics - get ready

Human resources - bye-bye

HR today = paperwork organized for in-out flux + internal development on skills & culture. 

I am sorry to inform you, but that will go out of the window. 

Actually, it will be one of the first functions in any company to be diluted to a couple of HR prompters & operations managers, and that's it. 
Some people-first activities will stay as providing people-to-people training, and L&D will still be necessary, but the rest is bye-bye.

And it will be a so much better world! Why?

The AI doesn't care who you are. It is naturally inclusive, unbiased, performance-focused, and can be automated. 

Remember when you asked for a raise, and HR told you that 'you are not there yet' for whatever sloppy reason? 

If the performance is there, the AI will give the raise on autopilot, not even reading your name, not to mention your race, gender, etc. And the list can go on.

On the other hand, people analytics will take over most of the decision-making parts. All will be supported and sometimes auto-done by AI. 

Measuring your team performance with data? Great! 

Share the figures across your team. 

Let the AI highlight and promote people based on the data.

Let the AI recommend and implement better work processes based on the data.

Employee experience will be a much more open, transparent, data-focused, unbiased, inclusive, and seamless experience with AI.

Async hiring

The special breed within HR is the recruitment industry. 

Recruitment won't be a booming industry in the future, sorry.

AI will help recruiters to create async hiring processes. 

Scanning through 1,000 applicants by looking at their CVs? No need for people to do that - a bot can do it.

Screening call with 100 applicants a month? No need for people to do that - a bot can do it async.

People need to intervene on two occasions:

• Configuring the AI for the particular recruitment needs (prompting)

• Checking candidates that passed the AI screening

That, by the way, eliminates at least 80% of the workload for recruiters (which means we won't need 80% of the current recruitment workforce).

The era of horizontal & transparent organizations 

With all the direct hits we will have with AI, there will be a massive indirect hit on the overall landscape of organizations.

Everything will be more flat and transparent.

Why? 

1. AI will automate most of the monitoring, analysis, and team-based processes.

2. Therefore, those whose job was to monitor, analyze, and direct teams (mid-managers) will experience a massive shift in their work.

3. With the advancement of AI, bots will outcompete mid-management fast.

Because it is the mid-management that makes organizations hierarchical and blocked, eliminating their need will allow us to see more horizontal and transparent businesses.

Ok, but what's the escape route for them? 

The answer is simple: mid-management needs to improve on the abovementioned much-needed skills. 

Promlem-solving. Creativity. People-first. 

The role of mid-management will be a support role. Supporting the team with people-first skills and the efficiency of the AI with operational prompting. 

It is almost funny if you think about this. With the introduction of a non-human element, AI, organizations become more people-first and transparent.

Creativity, empathy, understanding, supportive mentorship, collaboration, facilitation, and people-first value creation. 

These are the skills that will be required in the future - aside from AI prompt engineering, of course.

Companies investing in L&D to upskill these skills will win the long game.

What do you think? How will AI change the future of work?

Peter

---

Hybrid work challenges and how to address them…

Hybrid work is not a new concept. Instead, it is a response to the evergrowing need for remote-first operations. 

Some think it is just an intermediary answer until we figure out where we should work. 

Others think it is part of the commercial real estate lobby as they drastically lose revenue since the pandemic.

I think hybrid work will be here to stay, but it will evolve, and we won't call it hybrid. 

It will be a flexible location with a remote-first operation. 

But, still, we do have the current challenges of hybrid work. Here are the three greatest challenges and how to address them.

The many biases of hybrid work.

Ten years ago, I would not have imagined that we would discuss location biases. But here we are.

In hybrid, the greatest challenge is that those who regularly come into the office can be treated more special than those who go into the office less or not even.

Again, this is not a new problem. We had this before when we had offshore outsourcing. 

Those who worked in the HQ in London / New York had more privileges, benefits, and real employment contracts than those who "supplied" work from Asia. 

But with offshore outsourcing, the HQ never intended to integrate outsourced members into their core team. Plus, the outsourced team members didn't have that need to be part of the team.

Now it is a different scenario. The HQ in London can treat local employees differently, just by the sheer amount of their office time. 

To overcome this challenge, there are 3-steps you need to take:

• Make sure you are aware of this bias. Self-reflection is key here. You have to be conscious of that. It is normal human behavior: proximity creates trust, and you treat those better that are around you physically.

• Balance on-site time so everyone can have the sort-of-a-same level of show-up in the office. If it is a hybrid work environment, treat it as a hybrid work environment. Capitalize on proximity.

• Treat your company as it would be remote-first. All your operations should be transparent, documented, and most of them should be asynchronous. It will be a matter of choice to come to the office, not a matter of need.

Old habits die hard: the communication problem.

Let's view this from an example: 

You have 100 people. 80 of them are in the UK, and most are 1-3 hours of a commute from your HQ, which is still operational as an office. The rest of them are overseas.

Those in the UK usually come into the office once a week. The less their commute, the more they visit the office. There will be some who come twice a week. Those who are overseas come in once a month or even less. 

If you operate the company as it would be a fully in-office one, which most hybrid managers tend to do anyway, you will have teams with stronger bonds (more visits to the office) and others who will be left out of pretty much anything. 

Again, proximity creates trust. 

Those who show up more will be included more in the communication.

Those who show up less will be notified of what is happening with the business from memo emails.

To overcome this challenge, you need to change how you manage people:

• As mentioned above, operate as you would be remote-first anyway. Transparency, documentation, and team-wide openness. It ensures that no one will be left out.

• Invest in hybrid collaboration: level up your meeting room capabilities, invest in collaboration tools, and create different management flows to ensure that even those not in the office can contribute.

• Change your management practice. Instead of directing people through in-person communication, switch to supporting them on virtual setups.

The classic coordination problems

It is a clear game if you are in the office all the time. The office is open from X to Y, and you have to be there to contribute.

Same with fully remote teams. It is not a question if we gather together IRL (only in retreats) because we are working when we are online.

But if you have a hybrid setup, things can get messy. Who comes into the office? Who doesn't? When? How will we collaborate if person X is not here, but person B is here?

I think one of the biggest issues with hybrid is the scheduling part. It is easy to say that everyone comes into the office on Tuesdays, Wednesdays, and Thursdays but can work from home on Mondays and Fridays. 

But from a choice perspective, it might not work for everyone. Also, from an office leasing perspective, it is a waste of money. 

So scheduling is a big issue. Especially if you have fewer desks than you have people. 

I had the chance to discuss hybrid work with Graham Joyce, the co-founder of DuoMe. His company works with many hybrid companies, addressing the scheduling problem with various solutions. 

Listen to the episode here.

What is your biggest challenge if you work in or manage a hybrid team?

Take care,

Peter

---

10 ways to become a more flexible company

I am getting tired of the debate on where we should work. I am fed up with the arguments, pros, and cons around remote, hybrid, in-office, and the rest.

It is not, and it was never about the location. The location is just an indirect consequence of one thing: flexibility.

Flexibility is the freedom to choose where, when, and how we work. If you, as a company, have flexible operations, the where and the when questions become choices. 

Your employees may work remotely. They may sometimes work remotely, sometimes from the office. They work synchronously, but they can also work asynchronously if they choose. 

But how do you have more flexible operations? How can your company become more flexible in how it operates?

This week's issue gives you 10 different ways to start implementing immediately.

Make operations transparent.

The higher the level of your transparency internally, the higher the trust in the organization. 

Transparency is a matter of access. Therefore, you need to provide access to five areas:

• Information: have an internal hub/wiki where you document your workflows and processes

• Operation: have a project management dashboard where you track the work that is in progress

• Communication: have transparent communication policies that help you to keep everyone in the loop

• Completion/performance: measure and share team performance with people analytics, and do the same with company performance as well in terms of revenue and progress

• Decision: open up your decision-making process for everyone and create a collaborative, facilitated approach to how you solve problems together

The more access you provide, the more transparent your organization becomes indirectly. 

Transparent companies are more balanced, therefore, more flexible in dealing with challenges. 

Learn more about transparent leadership from this previous issue of my newsletter.

Embrace modularity.

The more modular your organization, the more flexible it is. Modularity is essential, especially in a growing phase.

The approach for modularity is simple:

• First, if you want to build a team, hire a leader first. The leader will be responsible for all team-related tasks.

• Second, test out if you need that team: start with external help, part-time people, fractional employees, and freelancers.

• Third, move loosely connected people in-house if you still need the team after testing.

A modular approach saves time and resources and helps avoid miss-hires and bad team-building decisions. It also keeps you from investing entirely in something that is might not for you.

An example can be a marketing team. You might not need it. On the other hand, you might be OK with someone helping you internally, then investing all your resources into external agencies. 

I know it is hard to swallow, but if you have 50 people, having a full-fledged HR team in-house is the stupidest waste of money you can do with your company.

To start, learn how to win leaders for your company from this previous issue of the newsletter.

Make hiring & retaining people quick and painless.

Speaking of HR, one of the most critical parts of a growing company is to grow its team. 

Again, I know it is hard to face, but your company is not the product that you are building. It is the people that are building it. So, therefore, you want the best ones to work for you.

Flexible HR means two things: 

• You can hire anyone, anywhere, with no restrictions on location (maybe only on time zones)

• You can do it all fast, compliant, and beneficial for everyone

So instead of opening up legal addresses worldwide and trying to juggle 10+ countries' tax systems and employment laws, you should outsource that process. 

Use an employer of record company - through them, you can hire anyone, anywhere, and manage their payroll & compliance from a dashboard. 

It saves you time and money, and you no longer need to deal with contractors. It is also more secure and safe for your employees.

To learn more about employer of record, listen to this episode of my podcast with Andrea Carlon from Lano. 

Invest in documentation from day 0.

Documenting everything, and I mean everything you do, costs you a lot of time at the start but saves you a tremendous amount of resources later.

Documentation is the backbone of asynchronous work. And via asynchronous work, you can allow your team to work from anywhere and almost anytime. 

The best way to start is to build an internal wiki or hub. Document the processes first: how you hire, how you communicate, what tools you use, and how you onboard new people, etc. You need to write those once, refine on-the-go, and the content is shareable with everyone. 

It provides clarity and transparency, and it saves you time. 

Later, you can start documenting your projects. Not just how you work but precisely what you do. So when someone goes on a vacation, sick leave, or leaves the company, it will be easier to do a handover. 

The more you document, the more resilient your company and the more clarity your team has. 

And when there's a crisis or a great challenge you face, clarity bails you out. 

To learn more about asynchronous leadership, get my book which details the exact methods on how to be a better async leader.

Pick your tools and stick to them.

I know companies that still rely entirely on Google Drive, and that's it. I know others who manage their entire operations on Notion only. It works for them. If it ain't broken, why change it?

Managers have a resource fetish - they throw resources at problems. So instead of building an army of tools for your company, figure out your goals first. 

Why do you need that tool? What is the problem that you are trying to solve with that tool? Will it be a tool that helps you solve that problem at all?

Once you fix your goals, you can pick a tool. The emphasis is here: a (singular) tool. 

Flexibility means knowing where things are and what you use for what. I am sure you are familiar with the pain when managers switch tools, and the migration mania starts. 

Please don't do it. Switching tools should be your last resort. 

Invest more time in goal setting and less time in tool hunting. 

Flexible companies have fewer tools, but they use them effectively. 

I am building a remote manager toolkit - a collection of remote tools that I recommend. More info on that soon.

Measure everything.

Invest in performance metrics. The more data you have, the more insights you have. The more insights you have, the faster you can make legit decisions. 

Hell, sometimes you don't even make a decision - the data shows you what to do.

Metrics start with company performance. If you don't know where your money goes, you have a problem. If you don't know where your money comes from, you have a problem. If you can't predict the next 3-6-9 months in terms of revenue, you have a problem.

Go beyond the company - invest in people analytics—measure team performance. Maybe your team is not performing well - the worst thing you can do is to call that a people problem. It is an operational problem. Know the problem from the data - it will be easier and faster to adjust activities and policies on how you work together.

The goal is to have those dashboards on autopilot. Do you have a problem? Look at the numbers - call your shots. Do you need to know something fast? Look at the numbers - get your insights. 

Flexibility means you are fast and easy to adjust. Insights are here to help you. The era of gut feeling is over.

I recorded two episodes with two different people analytics companies lately. Those contain more insights on people analytics & metrics - stay tuned and follow the show.

Outcomes matter. Everything else don't.

We know around a million examples that the bigger a company gets, the slower they innovate. 

I can tell you why it is like that: mid-management. 

The mid-management primary purpose was to monitor the work, get reports from teams, and measure the progress. 

Those days are over.

To stay flexible, you must switch from tracking progress (tasks) to monitoring outcomes (results). Nothing else matters. 

The goal for the new era of mid-management is simple: provide coaching, support, and mentorship for teams to deliver outcomes. Be the amalgam that sticks teams together. Mid-managers should also invest their time to facilitate cross-functional teams and their collaboration.

The first step is to switch the mindset from tasks to results. Or in other words: please, stop micromanaging your team. 

The more you focus on outcomes, the more time you will save for facilitation, coaching, and mentorship for your team. 

Don't become that slow behemoth of a company that spends a month realigning a project just because specific tasks are not delivered.

Flexibility starts with letting your people do their work. 

I wrote a piece on asynchronous workflows in a previous issue of this newsletter here.

Chemistry is overrated. Facetime isn't.

Understand that people can do meaningful, collaborative work virtually. You can argue with that, but the argument is meaningless. All the studies show the opposite: productivity rises when people are working remotely. 

But, there is a big but here. It is still essential to get your people together time-to-time. Get that facetime. 

Offline meetings strengthen bonds between people. Therefore, it will produce stronger teams for you. 

You need to figure out the how. You can do it every week or month, and you end up with a hybrid company in terms of location. You can do it every quarter and end up with a remote company in terms of location.

There is no one-size-fits-all, but you must decide and create a policy around it. 

One thing is sure: the less money you invest in a fixed location, the more flexible you become. As a remote company, you can work with anyone, anywhere. You also don't spend your resources on big-time office spaces. 

Make sure you reinvest those savings in culture - a retreat or a company get-together means a lot for your team.

Company culture has three pillars. I detailed all of them in this issue of the newsletter.

People-first benefits & perks

Every company compensates its teams with non-monetary methods. But if your company is super flexible, how do you also make those perks and benefits flexible?

Simple. Let your people decide and make choices of their own. Every individual is different, with a different lifestyle and background. 

By now, we can probably agree that company culture is not a ping-pong table. So instead of things, focus on what you want to promote inside your company. 

The best and most generic answer is to have categorized allowances. A set of non-monetary compensations that people can use to meet their personal needs to improve certain things in their lives.

So instead of giving everyone a gym membership in the local area or having your own company gym, just have a personal health improvement fund. Your team can use it for whatever they want: yoga classes, meditation sessions, their local gym, personal training, etc. Same with mental health, flexible office setup, personal travel, etc. 

The goal is to let your individual team members decide what they want to do. People-first means you care about your people and give them the most flexible way to care for themselves.

Never stop learning

A flexible mindset is a constantly improving mindset. A flexible company is an organization that is continuously improving itself through learning & development.

As a leader, one of your primary purpose in being there is to coach and mentor your team. 

On top of your approach, invest continuously in learning and development programs. Also, let your team members learn anything they want (flexible perks: personal development fund). Then, if they improve, your company improves.

--

That's it for today. You now have a comprehensive list of what you can do to increase flexibility in your company. 

Remember, it is not about where, when, and how you work. It is about how flexible your company is. The more flexible you are, the better you can address challenges. 

And we are living in very challenging times.

Take care,

Peter

---

How to build trust in your business? The 5 fundamental insights on trust

Trust is one of the critical challenges for any manager. Everyone talks about managers need to trust their teams better. 

But is it really the problem? That managers don't trust their teams? Is it the real issue why we have misaligned teams and a high churn rate of people? Not even mentioning the popular term of quiet quitting...

I don't think so.

I think the problem is that we don't understand trust. 

There are five fundamental insights we need to understand about trust.

First, trust is a two-way street.

It is not just the manager that needs to trust their team. It is the team as well that needs to trust their manager.

Problems happen when there is miscommunication. 

You promise something, and you won't deliver. A new product strategy will come - but in the end, it won't.

You expect something, but you don't obey the same rules. For example, you expect sharp and prompt schedules, but you are the one who's late for meetings.

If you show unpredictability, your team won't rely on you. So there will be an issue of trust.

Second, trust is a reflex. 

You can't learn to trust. But you can practice methodologies, design your approach and commit to it. 

But in the best-case scenario, you can influence trust only in an indirect way. It works almost like a reflex. Much of it is biological, by the way.

Therefore, the first step is to be self-aware. 

Understand that if you do something, it will influence the value of trust in the organization you manage.

My friend, Jan van der Spoel, who is a trust-consultant, has a saying: "We say what we think, what we do, what we feel." Trust gets hurt if we have a misaligned distance between what we do and what we say.

Third, you can't implement trust. You can earn it.

There is no process to implement trust. It is an indirect effect of other techniques. You can only earn it. 

What you can do is create processes that facilitate the indirect effect.

I wrote a lot about how to create transparency within teams. 

Transparency and the 5-levels of access are one way to establish processes for trust. 

Fourth, trust is mandatory. 

Without trust, you have an army of problems. 

Information won't be shared fully because people don't trust each other. 

Gossip will arise. Office politics take place. 

Goals and objectives won't deliver because teams get misaligned. 

And in the end, it will have direct effects: people effectively (resigning) or indirectly (quiet quitting) leaving your organization. 

Therefore, you need to deal with trust. You can't skip it. It is fundamental for survival and success.

Lastly, establishing a more trustworthy environment is a leadership challenge.

When most of your team comes on board, they are alert. The first days are vital. They observe the playground and decide if they can trust the place. 

The challenge for leadership is to create a culture that quickly gains the trust of newcomers, then facilitates & supports the ongoing trust within the teams.

Things you can do are vast.

• Create transparent processes so everyone can follow anyone's work.

• Create a welcoming onboarding process that wins the trust of new ones.

• Create better feedback culture where communication and honesty are essential.

• Minimize the signs that can hurt trust: aggression, pressure, irregularity, and flaming impulsiveness. Anything that puts people in defense mode can hurt trust. 

Trust is hard to gain. It is super easy to lose. Winning it back is almost impossible.

--

I had a wonderful and inspiring conversation with Jan van der Spoel on this topic this week on Leadership Anywhere. If you want to learn more about trust, I highly recommend listening to the episode.

Peter

---

Share this post!

Building a startup? Here are my 10 tips on how not to fail

During my 10yrs of a career as a remote-first CMO for startups, I’ve seen many flaws. Things that could have been avoided with better leadership.

Since January, I have been sharing my knowledge not just with my immediate circle of the community but also with early-stage ventures backed by Techstars as a mentor.

I wanted to give ten tips for anyone working with growing companies or building one themselves.

These tips apply to most companies.

—

💬 Focus on your story

Ideas are amazing - but a story about your idea is unique.

Even the most simple idea or MVP can stand out with a great story.

Why the world needs your product? How will it impact the world?

What is your story? Why are you doing this?

🙋 Get feedback first

Most of you are mega-focused on user acquisition - getting the first 100-1000 users on board.

But early on in the game, gathering feedback is much-much more critical.

Speak to your target audience. Ask questions. Provide them access to your product for free or at a high discount. Let them try it out.

Everything they say will be a golden standard for your product market fit.

🎯 Focus on one target audience first

Speaking of target audience and ideal customer profiles, focus on one first.

You won't be able to conquer multiple ones with a small founders-led team and a limited budget.

So narrow your focus and address only one group with your messages.

🍍Low-hanging fruits first, but keep an eye on the top as well

You need validation, information, and results - fast. Look for those targets who can benefit from your idea the most.

They will be your first low-hanging fruits.

But also, remember to keep an eye on the top of the tree.

Only the brave ones go for the high-hanging fruits, and they are the juiciest ones.

1️⃣ Focus on one problem you solve

Especially during the early-stage, startups tend to address problems with multiple solutions.

Focus on one problem only. Have one solution only for that problem.

Scaling a company takes power, and the power is in the momentum. But you can only get momentum if your focus is cohesive.

Not to mention that your company is new - always easier for target customers to understand what you do if you do only one thing.

But do that one thing flawlessly.

💰 The money is in the network

Do you know what's better than a customer that pays you money? A network of customers that can pay you money.

For example, your target audience is the influencer market? Winning 10 influencers is hard. Winning an agency that managers 1,000 influencers?

Or are you in the sports business? Winning 10 clubs is hard. Winning an association of clubs, on the other hand?

📊 Understand your numbers

The three absolute numbers you need to know every time:

The size of the market that you are addressing
The opportunity you have by converting X% of that market
And the actual growth number on your end

How big are we talking?
What is your opportunity?
And how can it be translated into growth?

⚙️ Invest in operations early-on

Level up your business skills.

Level up your managerial skills.

Create operational policies you can amend and tailor once you are in the growth zone.

You are not just an idea anymore but a business. So the earlier you invest in operations, the earlier you get traction.

Incubators & accelerators & mentors are the ones who can help you with this a lot. Don't shy away from asking for help.

🔍 Hire very, very, very, very cautiously

The first hires you will make can be a make-or-break situation for you.

So hire wisely.

Have a plan and goal on whom you need and how you need it.

Look for a growth mindset—someone who wants to grow with your company.

Get involved - founders should be part of the hiring process during the early stages of the company. These will be your first leaders, first managers, and first helpers.

Also: decide if you need to hire or seek for external help only. In most cases, the latter is a better option.

🔗 Keep things interlinked but modular first

Keep things modular even if you've got your first seed funding or reached a specific revenue.

You don't need to build out a full-fledged _insert name here_ department for a startup.

If you invested time to tailor operations to your need and hired the first round of people, you are probably on a good track.

Please don't ruin it by overblowing your company in the first years.

That all-glass HQ and 500 people team (or whatever your dream is) can wait for you. So don't sacrifice your momentum.

—

There you have it, 10 tips that can help you avoid most fail when building something amazing.

Peter

PS: I had a wonderful conversation on Leadership Anywhere with Scott Markovits on this topic - we packed the episode with insanely useful tips for founders on remote operations & scaling & startup growth.

---

Share this post!

Head of remote - the new way to lead remote teams

Head of remote.

The title is everywhere if someone follows the journey of the future of work agenda.

Yet, the title doesn't exist on LinkedIn. You can only manually set it on your CV or your job search. I'm 100% sure that the title Change Magician exists, but not the Head of Remote.

The title was first popularized by Darren Murph, who serves as a head of remote at Gitlab.

Gitlab was also one of the first companies to publish a handbook on remote-first operations. It is a gold mine for those who are interested.

But what is the head of remote? And why should you care?

First, the what.

The head of remote is a managerial leadership role for companies that have or want to have remote-first operational principles. Therefore, the head of remote is somewhere between a people-first leader - or HR, but I'm not too fond of the word HR as it classifies humans as resources - and a business operations manager.

So it is people, partially operations, with an exclusive focus on remote-first setup.

Since the responsibility is super new, people in that position are still either figuring it out or applying their focus and skills to the company they are working for. And, of course, different companies and different needs. Some head of remotes leans more towards operations, while others are more people-focused.

But all of them have remote-first as the single most important focus.

Now, the why.

Pre-pandemic, companies were either fully remote or on-site. If they were on-site, they might have remotely outsourced team members, but in general, we had these two brackets.

During the pandemic, on-site companies were forced to work remotely due to restrictions and closures. But, unfortunately, most of them didn't know how to do it.

It was a crisis. Not an opportunity.

Post-pandemic, however, companies realized that they needed to make a decision.

Either go back to the office entirely or do something else. The drive was harsh for the employees who loved the lack of commute and the more time they spent with their family - or with their work since productivity peaked during remote work.

The something else part, though, was unknown territory. What worked for early remote-only companies could only be applied partially to traditional non-startup companies.

The remote-first movement began a year ago when remote experts started to help companies to install policies in their operations that allowed their employees to work from anywhere.

If they wanted to go back to the office time-to-time, no problem. If they wanted to work from home, no problem - the same rules apply.

But since this is still an uncharted land, there is a need for someone dedicated to managing this operation. That is why we need a dedicated head of remote - they maintain that all processes can work without the restriction of location.

What is the future of head of remote?

Well, we are still determining the future of remote work.

I do believe that the people-focused part will evolve further but will be managed by a head of people or people experience managers.

In the operations part, however, I think there will be a great need for managers who can design, create, implement, and maintain remote-first company policies.

It is a new skill set for consultants to sell. And it will be a skill set that companies need to hire.

I had the chance to interview three people on the Leadership Anywhere show recently. All of them worked or still working as a head of remote for truly innovative companies.

It was super interesting to hear how they defined their own roles and responsibilities within this space.

Valentina Thörner, a remote leadership consultant and the current head of remote of Klaus App, leaned towards the fine balance between a people-first approach and operational excellence. She provided insights on how companies should build policies and invest in people-first activities.

Tyler Sellhorn, former head of remote of Polygon Labs, one of the most prominent web3 companies, currently serves as a business operations manager. He approached the role of head of remote from the operations side, giving out insanely helpful tips on processes: how we work ultimately defines a company's culture.

And Mitko Karshovski, the host of That Remote Life show, provides a fractional head of remote service. He approached the topic from the evolution of remote work, how we went from solopreneur nomads to full-time remote employment. And how this journey inherently required a dedicated person who holds everything together, the head of remote.

This is a journey, and we figure things out on the road. But that's OK; finally, there are no clear answers to our problems.

Stay onboard,

Peter

PS: I'll share some exciting learnings from my Techstars mentorship program next week. It was a challenging but super exciting experience - I mentored 12 extraordinarily talented and passionate web3 startups participating in the Techstars accelerator program in Boston. So much to share on how to grow from an idea to an actual business.

---

Share this post!

How web3 and DAOs can change the way we work

There's a lot of discussion about how web3, especially #DAOs, can influence the future of work.

Most people who talk about this just use buzzwords. Very few of them know what they are talking about. 

I worked for years with numerous web3 & blockchain companies as a CMO-for-hire. So let me explain how web3 and DAOs can provide a lot of inspiration for remote leaders and the future of work professionals.

First of all, what is a DAO? 

In plain English, a DAO is what it says in the name: a decentralized autonomous organization. 

• It is #decentralized because the rules of how it works as an organization is written as code on the blockchain. 

• It is #autonomous because there is no central leadership, and its members govern it. 

• It is an #organization because it organizes a group of people towards a goal or vision or purpose. 

What can we learn from DAOs that can be useful for the future of work?

1. Transparency

Blockchain itself is a transparent approach. How DAOs operate is visible to anyone. How the organization works, the rules, how they compensate participation, and how they interact are all transparently laid out for anyone's view. 

I teach a lot about transparency.

Current organizations should be more transparent in how they work and what they do. Remote-first companies are way more transparent than anyone else. 

The more transparent your organization is, the higher your trust level is.

The more people trust you as a leader, the more they are engaged, committed, and loyal to your company. 

2. Horizontal structure

DAOs call it autonomous because the rules are pre-defined by computer code. When I say rules, it means this:

• What value do members of the DAO generate?

• How are they compensated (or incentivized) to do so?

• How do they govern the future goals of the DAO?

But it doesn't mean they don't have leadership. Or they don't make decisions. Or they don't have common goals. Or they can't realign if they need it. If there is change, they can facilitate adaption.

For example, some DAOs, like Colony, have an interesting structure for value creation:

• Members of the DAO do X work and generate Y value for the DAO.

• They get compensated for the Y value they generate.

• They also accumulate points that add up to their reputation.

• The higher their reputation is, the more control they have in decision-making. They operate through transparent voting and other methods.

• Their reputation decays over time. It means they are incentivized to create value for the DAO time-to-time, to preserve their standing within the organization.

Isn't this the way should transparent horizontal companies work? We can learn much from this approach regarding employee metrics, performance tracking, and compensation structures. 

Not to mention the transparent and horizontal decision-making process.

Those with the highest reputation within a company have the most voting rights on where the company should go - simply because they are there for the most time AND create value all the time. 

3. Talent attraction

When you join a DAO, you are aware of how it works. It is written in the code and transparently shared, even before you join. You join because you know how it works. 

Why can't we do the same for any company? 

What do we see now on careers pages, and how do we approach employer branding?

Frankly, mostly bullshit.

Smiling faces. Happy people sitting in front of a desk. Teams of people making fun stuff. Some explanation of values and benefits the company provides. 

But we don't know how they operate. You get that info during the onboarding phase if you are lucky. 

How often did you see a company detailing how they provide performance reviews for their employees? How many times did you see how they give feedback internally? How many times did you see the tools they use for achieving goals? How does their compensation structure work? How do they reward high-performers? 

Yeah, happy, smiling employee faces are great. But to attract people to join your company, you need to share a bit more. 

--

We can learn so much from upcoming and highly innovative industries. It is just web3, which was here for years, and we still look at it as something out-of-the-box. People do work and operate through DAO principles as we speak. 

2023 will be all about AI; I can guarantee that. How will AI change the way we work? We couldn't even learn much from web3 yet - we are so adamant about resisting changes, hurdling people back to the office, and sticking to 100-year-old leadership practices. 

Be open to the changing times. Otherwise, others will, and you will get left behind.

Yours fully, 

Peter

PS: I had a fantastic conversation with Cory Hymel from Gigster on my podcast, Leadership Anywhere, where we discussed how web3 will affect how we work now and in the future. You can tune into it here.

---

Share this post!

The three pillars of company culture

Company culture is an ever-changing concept not just for remote companies but for anyone.

Because it IS culture, people will continuously argue about it and provide multiple solutions for the same topic. 

But there are some basics which we can agree on when it comes to company culture. I call it the three pillars of company culture.

1. Companies with a thriving, inclusive, engaging company culture perform better than others who don't have such a culture. People connect through memories, experiences, and emotions. The more they connect, the better they perform.

2. Companies with a great company culture have less employee churn and a higher success rate in hiring. People gravitate towards those cultures where they are respected and feel safe and inspired. They also tend to stick to these cultures if they are already inside.

3. When you build a company culture, you have to be proactive. Managers who inspire, make, and facilitate a company's culture should think about proactive solutions. You have to build a theatre to let people go to see plays. You have to invest in culture to reap the benefits of having one.

Investing in company culture pays out dividends in performance and employee satisfaction

Let's talk about investment first. It works like anything else: you put in the resources and get an ROI. Resources are mostly time and commitment, but you need to invest the money to organize culture-focused events.

I had a wonderful chat with Nini Fritz from The Work Happiness Project on my podcast. She argued that every penny/cent you invest in culture pays dividends in performance and employee satisfaction. She also said that remote companies should reinvest the money they save on the lack of office spaces into the culture. Currently, Doist and many other remote-first companies are practicing this with excellent results.

Create memorable experiences through remote retreats

One tactic to consider when it comes to culture is to create immersive experiences through proactive programs - such as remote retreats. The more memorable the experience, the stronger the bond between your team members.

I discussed this topic in an inspiring conversation with Matthew Young, founder of Nomadic6. He helps companies to connect through remote retreats. One thing that I particularly loved about this conversation, maybe because I also share this view with Matt, is the fact that the braver you are, the better the experience will be. Your growth zone starts after the edge of your comfort zone. It is wonderful to visit the usual touristic places with your team, but if you want to kick the ball around, go for the crazy stuff. 

Matt shared memories of remote retreats where they climbed an active volcano and wandered in the Sahara.

Get the help of entertainment when you organize events with your team

Let's be honest. Most corporate events and conferences are insanely boring—the same old concept with the coffee table and the name tags. The stage is unfacilitated with an awkward MC, keynotes about corporate presentations on products, etc. You can make your event more memorable with only a few small ideas. Just invite the art of entertainment to help you. The goal is the same: be proactive in creating unique events, either online or offline, so your team members can bond for good.

I discussed the intersection of entertainment and events with event experience strategist Carolene Méli, founder of Leveraged Events Lab. She spent more than a decade as an event experience designer at Cirque du Soleil - so she had some pretty interesting tips from the entertainment world. 

That's it, and I hope you've got some great insights. Remember, culture is about memories and shared values. But you have to be proactive to make it work.

It's worth it.

Peter

---

Share this post!

How to mentor asynchronously

In this edition of Leadership Anywhere, I will share a big secret about how most coaching and mentor programs work and where we can change the current status quo.

Most mentors (or coaches) work similarly. You have a problem or a process that needs to be changed, and you need support or help with that. Your mentor comes as an aid, helps you with support and knowledge, and holds you accountable during the change, making the implementation easier.

The workflow is also the same. Almost all mentors work synchronously. It's called a mentorship call, workshop, or cohort for groups, etc.

The synchronous manner helps both parties: the mentees think there's a process that moves forward, and there are milestones (synched calls). The mentors can build up a framework, and here is the secret: the more synched a program is, the more you pay as a mentee.

You've heard it right. Most mentors price their mentorship programs based on the level of their involvement. You will pay X per month, and there will be Y calls per month. And oh, by the way, there's unlimited email/chat support.

I would love to say that this is a broken model, but as much as I would love to do that, I can't. It works for most people. As some people still prefer in-office work, which is fine, people will still choose synched mentor programs.

However, there's a new route: making mentor programs more async. It helps both parties: it costs less for mentees and allows mentors to help more people.

How would a mentor program like this work?

Simple. The mentee raises the problem. The mentor provides support and feedback with ideas and knowledge. The mentee then takes that feedback and can do two things with it. Integrate it without a question or jump into Q&A to help integrate more. In the latter part, the Q&A is synched.

With this method, you will end up with an async workflow in mentorship with only one monthly synched call.

It saves time for both parties and the individual mentee and saves money.

The mentor can still earn the same as in the old days of synched work since the mentor can take up not just 2-5 but 8-10 mentees.

But, there is a big but. And I have to be super honest here.

Some mentor programs are all in for support only. Meaning: they continue on and on and on and on. The mentor's goal is to keep people locked in, of course. But, having mentoring just for support might be less productive.

So, to do async mentoring, you need to change the baseline goal of the mentorship.

All async mentorship should serve one thing: getting the mentee from A to B.

They have to be results-driven problem-focused, and there has to be an end to the mentorship. Most mentors would tell you that, yes, they do the same. But that's simply not true. If it would be true, it would reflect the terms of engagement.

Here's how I work with my mentees.

All mentorship programs are individual, 1:1.

That's the baseline, as I don't believe in group programs. I understand why others do it and why coaches and mentors prefer it, but I believe it only helps those very early on their journey (whatever the journey is). Group programs are facilitated courses that help only those just starting out. Things get complicated once they go on a journey and need personalized help.

All mentorship programs have a result that we want to achieve.

It's personal, it's achievable, it's measurable, and it has an impact on the mentee's life (and business). I usually work with either founders or high-performing solopreneurs, so an example of an impact is something like these: a productized service that they launch with my help, a revamp of their current processes in operations, or reaching X in leads within a timeframe, etc.

All mentorship programs have a limit on time.

The financial quarter is the greatest invention of modern-day capitalism, so I tend to stick to that timeframe. A month is too short to get results; half a year might be an overstretch, so a quarter is the perfect time to get things done together. If we can't reach some results within a quarter, there might be problems getting those results in half a year.

Lastly, mentorship is a mix of synched and async processes.

It is individual, so some prefer a fully synched approach. Others are OK with a mostly async process. I prefer async, as I explained above.

Then, the pricing. There's no fixed pricing.

Mentees are not paying for my time; they are paying for the result. And since the results are based on individual preferences and only 1:1 mentorship, pricing differs for everybody. However, the more async the process is, the lower the price will be - since we are still considering my actual time in the process.

Async mentoring works the same way as we do work async in our remote workplaces. There are shared materials and a space where we collaborate and communicate async via written forms or recorded videos. It ignores time zones and our personal life preferences.

We work when we can and provide value when we can. Mentees work at their own pace, integrating the learnings. It works magically for CEOs, especially busy founders - finally, there's not another call they need to do during their busy weeks.

Of course, it only works for those who can manage their time, work async anyway, and get used to remote work. It's a great filter I love and prefer to have anyway. It does wonders for client relationships, to be honest. Since I'm doing it, I had a mentee that turned into a consulting client, leveling up in the terms of our engagements. We are alike because we work alike.

So what do you think? Would you prefer to get mentorship synched, or would you be comfortable working with a mentor in a more async manner?

Peter

---

How to reclaim time with asynchronous workflows

I have a clear mission with my work. 

I want to change how leaders organize remote work so we can change how people work altogether. It all starts with asynchronous workflows. 

Our most important resource is time. As teams, we need time to do meaningful work. As leaders, we need time to make impactful decisions. We solved the location problem with remote work - almost anyone can work from anywhere now. It is time to solve the problem with time. We need to be able to work from anywhere, anytime. 

We will still meet, do facetime, and collaborate synchronously online or even offline. But we need to strive towards our goal: do as much as we can asynchronously, so we can be flexible with our time. 

But how do we do it? This issue of Leadership Anywhere gives you the three areas where we can quickly implement asynchronous workflows to reclaim time for ourselves and our teams.

First of all, to be clear, async work is not a third category on top of remote or hybrid work. It is part of both. The goal is to do more async work, so our selection of either hybrid or remote work wouldn't be a necessity but rather a sheer preference of management. 

Second, our goal is not to focus on areas where we spend most of the time (so we can reclaim more). Instead, let's focus on areas where we can use more time to improve our work. 

1. Collaboration on projects

You are probably doing a lot of async collaboration on projects already. For example, writing documents together, providing reviews and comments on materials, or writing code asynchronously. 

The goal is to make this work intentional and planned and do even more async. To achieve this, you need to focus on three steps:

• Set up a proper company hub, so all information becomes accessible on projects. By doing this, you save tremendous time on scheduling and project planning.

• Completely ditch brainstorming meetings and sessions. In most cases, they are not helpful anyway. Focus on small project kick-off meetings instead. 

• Make project communication fully transparent. It dramatically reduces small "what to do" and "where is this document" comms. 

2. Decision-making processes

I have covered this aspect in a previous issue for you, but in a nutshell: leaders should give up their privilege to make decisions. 

In an asynchronous decision-making process, the remote leader is not a power player but a facilitator. The goal is simple: leaders can have more time to properly assess situations by making decision-making async. The more time the leader has, the better decisions they make.

To learn more about async decision-making, read this previous issue of Leadership Anywhere here. 

3. Hiring & Recruitment

If you are a growing company, you can feel the pain already: leaders spend an insane amount of time participating in hiring & recruitment processes. 

You know what I am talking about: that 2nd interview stage with the line manager. That 3rd interview stage with the leadership. The constant filtering and sourcing of applicants. It just sucks away so much time. Meanwhile, it burns the productivity of leaders and team members alike. 

By planning, you can make most of the hiring processes asynchronous. 

• Write an amazing job spec that describes your company and the work and ensures that it filters out applicants automatically. 

• Make the cover letter mandatory. No easy apply - you don't need the volume; you need the quality. 

• Ask applicants to do a test asynchronously. A survey, a short task, anything can work. 

• Automate the whole process. The HR manager or team member engages with applicants only if they complete all the necessary steps.

You will receive fewer applicants if you do this, but the quality will spike up. When the applicant has a screening call with your team, they come with a great filter, background, and more. 

Therefore, you will not just save a lot of time but will be able to recruit better candidates by default - all because of the async hiring process.

And that's it - I will discuss some of these areas in future issues. It is utterly essential: we need to reclaim our time so we can use it to do more meaningful work.

#TLDR

• Remote work allowed us to work from anywhere. Async workflows will allow us to work anytime. 

• Our mission is to build more async processes into our workflows, so choosing between hybrid or remote setups will be more flexible.

• We can implement more asynchronicity into our work in three key areas: collaborations, decisions, and hiring. 

• The goal is to focus on areas where we can use more time to do our job better. With async flows, we reclaim time to use it more efficiently.

---

Leading with intent: how to provide autonomy for remote teams

In a previous issue of Leadership Anywhere, we discussed why it is vital to have a mission for the company. Now, let's focus on how to translate that mission as a leader for your team. Let's talk about the Leader's Intent. 

I am fascinated by military principles and army operations. I believe leaders can learn a lot from military tactics. For example, taking a group of people, making them work together for a common goal, and commanding them to a specific purpose can be applied to modern leadership principles.

It is astonishing that leaders still tend to divert back to early 20th-century military tactics, where army generals sent troops to fields to fight. This concept replicates the throw resources at problems approach, which is highly ineffective today. It also features a top-down management style where commanders brief subordinates who "simply" perform the orders.

That is all wrong. Also, modern armies don't work like that. The battlefield is more complex and fluid, so those on it should be able to make decisions independently. 

Modern armies operate through the Commander's Intent. In a very simplified version, it means this:

• The Commander defines the mission and its end state. It means what needs to be done and what is the desired outcome.

• The Commander also creates a sequence of necessary steps to achieve the end state. Sort of like a roadmap.

• The team takes the defined Intent and moves toward accomplishing the mission. On their own, with almost complete autonomy within a predefined set of limitations.

• The team works with the resources provided by the army, defined by the Commander. The team also reports to the Commander on any breakthroughs they achieve during the mission.

Now, obviously, it is a bit more complex than this, but we can get the gist of it and how it can be helpful for remote teams. A team on the ground is essentially a remote team, reporting back to the mission control asynchronously. 

Let's translate this army principle for remote leaders. There is a simple, 5-step process for Leader's Intent:

1. You should define the company's mission. We have already discussed this in a previous chapter. Head over here to learn more about this.

2. You should define what is considered mission accomplished. By defining the end state first, leaders won't focus on the tasks of the sequence but on the results at the end. At the end of the day, it doesn't matter how your team accomplishes the mission. The only thing matters are outcomes.

3. You should provide and also define the resources for the team. It is broad, but generally, it can be the headcount, the information hub for the team, the project processes, and more. You can adjust the resources later if needed.

4. You are the one who defines the sequence as well. But there is a caveat here: you should not focus on the small steps, only the outcomes. Define what the breakthroughs, milestones, and other obvious points of the plan are. It is a roadmap, not a project plan. Not leaders but managers are the ones who define detailed project plans.

5. Lastly, you define the limitations. Determining what is not considered a desired outcome of the mission is vital. Also, what is considered mission failure? Limiting the options allows you to keep the autonomous work within limits, ensuring that people are on track.

As a remote leader, you are not alone. You have four key stakeholders on whom you can rely. 

• The executive team. Namely, your founders or first leaders of the company. They help you to define the company's mission with their insights.

• Your co-leaders. They are leaders of different practices within the company, and they help you to maintain the limitations and mission objectives.

• Your managers. They help you to translate your mission sequence into a project plan. They also help you to evaluate and review breakthroughs along the way.

• Your team. They are the ones who are doing the heavy lifting. They work autonomously based on resources and plans. They provide you with feedback on changes in resources or the existing plan.

I call the model Leader's Intent. I believe that by leading your team through this model, you don't need to work through "blind trust" in your team. Instead, you define the entire landscape and let your team do their best autonomously. 

It values your team. It is collaborative. It is flexible. It is intentional. 

#TLDR

• Remote leaders can learn much from the military's Commander's Intent, where the leadership predefines the mission, but the team works towards it autonomously.

• The remote Leader's Intent has 5-steps to define a clear set of guidelines for their teams to work towards a common goal.

• Remote leaders have 4 key stakeholders that they can rely on to accomplish their mission.

• The Leader's Intent principles create a more collaborative, flexible, autonomous workplace where teams feel valued and motivated.

I know this issue might be a bit challenging to take in. I am more than happy to provide answers if you have any. Send me a message if you need more clarification on this matter.

---

Share this post!

Five steps to gain trust as a remote leader

Trust is the most cherished value for any leader. Trust happens naturally if the leadership is transparent. To put it simply: the higher the transparency you have as an organization, the more trust you have in the leadership.

Let’s discuss a simple 5-step approach to install transparency in your company.

Without trust, your team will fall apart. It doesn’t matter if your company is remote or not, but if you are operating a remote company, trust becomes the most important value for your team. Without trust, you will end up with a group of freelancers and hired guns instead of a proper remote team.

Transparency creates trust. But how can we create transparency? I think transparency is not a mystery - it is just a certain amount of accessibility to specific work areas. Five areas, to be specific.

So, to have trust as a leader, you need to be transparent. To become transparent, you need to provide access for your team to five critical areas of your practice.

These areas are:

1. Information

2. Operation

3. Communication

4. Completion

5. Decision

I created the transparent leadership triangle, which describes the whole process. The more areas you give access to, the higher the transparency level you have, which means the more trust you cultivate.

Let’s start with information. It is the simplest one, and most remote companies accomplish this level.

• Have a central hub where you have all the information about the company

• Give unrestricted access to your team to all the information

The second level, operation, can be controversial, but most companies also take steps toward this.

• Have a hub of projects where your team can follow all the projects, regardless if they are involved

• Announce and communicate what’s going on within the company with everyone

• Bonus tip for the brave ones: share all operational metrics with metrics (finance, revenue, users, company performance, etc.)

In the first two layers, remember: the more you share, the more transparent your company becomes.

The third level is communication. The goal is to be clear, precise, and accessible and stop gossip or guessing.

• As a leader, make yourself available for your team and allocate time to support them

• Communicate team-wide more, communicate 1:1 less

• Document all communication and share documentation with everyone in the hub

This level is often misunderstood. To be practical, you have to forget 1:1 chats on Slack and focus more on team-wide group chats. The more people see what is happening, the less likely you end up with misalignment.

The fourth level is completion. At this stage, you provided access to all information and operational metrics, and your communication is as transparent as possible. Now you need to share performance metrics.

• Track team-wide performance based on outcomes and share the outcomes with everyone

• Company-wide performance (i.e., roadmap) is shareable as well with everyone

• Bonus tip for the brave ones: share individual performance with everyone

It sounds common sense, right? However, this is where most companies fail. Remember the “secretive” talks with HR on your performance? Or when team A has no idea if team B completed something that is meaningful for both parties because their leaders rarely update each other?

The last stage is decision. I admit that I saw only a handful of companies that reached this level. I shared how to make async decisions before here. To get the gist, you need to involve your team in decision-making.

• Have a transparent decision-making process where everyone on your team has an input

• Share the collaborative, transparent decision with everyone

It is the most challenging part, as every leader protects their decision-making process. You might cry out loud: making decisions is what makes leaders. No, it’s not. At least not in a remote company.

The leaders recommend, facilitate, and drive a decision. But the process is shared. Sharing it makes everyone feel included - everyone accepts the decision and the way forward.

#TLDR

• To gain trust, you need to be transparent as a leader.

• Transparency is a matter of accessibility. You have to provide team-wide access to 5 areas.

  • Information. Have a company-wide information hub with unrestricted access.

  • Operation. Share all operational data with everyone.

  • Communication. Be accessible to your team and communicate team-wide, not 1:1.

  • Completion. Share completed projects, milestones, and performance with everyone.

  • Decision. Make the decision-making process transparent and involve your team.

I hope we build more transparent companies together.

Peter

---

How to win leaders for your business

Hiring leaders for your remote company is the most crucial hiring you will ever make as an entrepreneur. Today, I will explain my preferred framework on how to do it.

There will be a point when you need to grow beyond the original founding team of your company. You’ve run out of friends and families and close recommendations, and you have all the co-founders there.

It is time to hire your next 10 team members - people you don’t know. This next group of people will have the most significant impact on your business ever.

If you hire the right ones, your business becomes a rocket ship. If you hire the bad ones, in the best-case scenario, you will lose half a year of growth at the most critical time of your company. So it is essential to have a framework for finding the right ones.

Startups at this stage fail because of many things:

• trying to find a magician who can wear many hats

• trying to engineer the heck out of it and aim for an expert, not a leader

• don’t have a framework and hire too fast without proper checks

First of all, you need leaders, not managers. Your goal is to grow at this stage, so you need to find people who can build out entire “departments” for your company. A highly skilled expert can solve a problem for you but is not necessarily able to build teams for you.

Second, you need a framework that can be applied to any leader. I call it the asynchronous leader scorecard.

Using it is simple: there are six areas, each with a score of 1 to 5. You can hire anyone who reaches 20 points.

Remote work experience.

This is the most critical area as you have a remote company. You need a leader who managed remote teams before. The more remote work experience the leader has, the more points they get.

A simple background check is enough on the first interview to check this area.

Communication skills.

What you need to look for is someone who can communicate properly in writing. It is not an obvious trait - most leaders are great at speaking as they are used to having meetings. Remote work is different. You need a precise writer who can brief, delegate, and manage people in writing.

Checking writing skills is easy: give candidates a problem and let them write a brief as they would do it for their team. A nice trick is to show this brief to one of your team members internally without briefing them on the situation. If they can figure it out, the brief was clear.

Inspirational mindset.

I have talked about what it means to be an inspirational leader here. The more adequately they can explain and transfer your company’s mission to someone else, the more scores they can get during the hiring.

Checking this area is a bit harder, and it is highly up to you and your company. A practice I had was to give candidates the written company’s mission and let them explain it to me to see if they understood.

Management skills.

You need to know how your leaders are solving problems. If they are throwing resources at problems, they are not taking responsibility. They can be a good fit if they are genuinely building out a process to solve a specific problem.

Checking management skills can happen in parallel with communication ones. The same problem, but after the briefing, they also have to develop an action plan for solving the problem.

Leadership personality.

Often overlooked part, but you need people who are nice. You need more supportive leaders, less dominant ones. More empathy, curiosity, warm calmness, less practical conformity, or impulsivity. Don’t get me wrong, you need assertive people - but you don’t need the narcissist a-holes.

Checking this area is entirely up to you. These traits can surface during the interview process if you think you are a good people reader. Or you can stick to any personality test filled out asynchronously.

+1 Chemistry.

Now, yes, I know - you can’t ignore this one. We are human, after all. But trust me when I say this: chemistry means almost nothing in a remote environment, especially in an asynchronous environment. You don’t need to sit together in the same office every day, so whether you like the person or not means almost nothing.

Checking this is up to you. It is a free bonus of 1 or 5 points. But please don’t let these points make or break the decision.

That’s it; I hope it was helpful.

#TLDR

• Your most essential hires will be the first people you hire out of the blue, as they will shape the very face of your company the most.

• You need to hire leaders as they can build and grow teams for you.

• You need to have a framework to hire great leaders because if you hire bad ones, you will lose valuable time and resources at a crucial time for growth.

• You must check their remote work experience, communication skills, inspirational mindset, management skills, and personality.

That’s a wrap! See you next week.

Peter

---

Share this post!