published 16 April 2020
Not that we’ve been watching too many movies, but there are some silver linings to this situation – like this remote playbook. Sharing his stash of remote tools that’ll keep you tuned into your good work. Not us, yours, but still – you’re welcome here anytime. And here.
You found our remote stash.
In case you just want a little more good (remote) work – just casually, here’s Remote Stash – a list of 330 tools for remote work. The team at Standuply, creators of the project management digital assistant, curated a collection of the best remote tools, from 3000 remote workers around the world. The list contains only those tools that achieved a 4 or 5 star rating on Capterra, they read every Quora topic on remote work (there must have been some doozies in there), researched with Hacker News users and removed any tools with a low Alexa rank. Sharing is caring. Enjoy. Maybe shout us a beer.
As many of our clients, and companies around the world become more familiar with remote working, we can look to those who have been working successfully this way for some time. One such example is Gitlab, the leading collaboration tool for DevOps – automating the processes between software development and IT teams, so businesses can break down silos and build, test and release software faster, and more reliably. GitLabs was built and is run entirely by an all-remote team, with 1200+ employees working across 65+ countries. In the spirit of collaboration, and in chaos of the coronavirus, GitLabs have made their ‘Remote Playbook’ public – the most comprehensive remote work guide from the largest all-remote company. The 34-page guide provides key steps that every remote worker and manager should take now, plus tried and tested tactics for building remote fluency in your organisation. This includes guidance on successfully transitioning to remote work, developing remote communications strategies and establishing and maintaining remote company culture. Interestingly, for GitLabs, with so many people in so many countries, there’s no effort to align team members to a given time zone. Rather, the brand has a bias towards asynchronous communication – encouraging documentation and discouraging synchronous meetings as a default for collaboration. The approach provides greater flexibility for each team member to determine the working hours that best suit their lifestyle. Check out the guide to discover how being part of a remote company doesn’t mean working independently or being isolated, because it’s not seen as a substitute for human interaction.
James Cooper, Director of Strategy and Language.
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