Modern testing for modern stacks

This is very good article.While reading this I can compare with our Qxf2.Mostly we follow everything what they mentioned in the article.We do open communication, meet quarterly, posting the articles. As we all know we get to know each other work during our sprint meeting.Maybe we can try internal new letter and personality tests between us.One more thing what we can try here is we should improve talking with each other.I believe we tried before but not worked much.Maybe we can start that.Because now we have grown bigger.I can say we have a work level transparency is there.And I agree with one more point with jess that is if we work from home we will work harder and we don't take advantage of it.Because we don't need to worry to go back home or traffic issues.

I added this article to the board as I was curious about the question of how to tell whoΓÇÖs actually working.I agree that trust is essential. I have been and seen it on the other side where you are looked in a different manner when you exit your day sooner than 8hrs. Working remote has a different take altogether. In the section of benefits of trust, recognition and personal growth are percieved in different ways by each individual. It can be promotion or the salary hike or career growth or everything. I agree that these points make a high trust organization but its difficult to have some management/leadership team. I like the way high trust organizations have been defined. Excellent point about intentionally get to know each other. Everyone should make an effort to reach out to others in their own way. If we grow in number, this is a key point. Radical Transparency I think we are doing it already, I have seen Arun share details in quarterly meetings and involves all of us to contribute. There are no walls or departments around contributing to the company. Showing vulnerability - after a few months of joining, I think we demonstrate accepting our mistakes. Important point is give that leadership team should demonstrate it then others will follow. this is so true. Self-improvement has always been there. L&D has been there in most organizations. How do we know people are really working? This is what I wanted an answer to. The author talks about delivering goals per team. Their output is a sign of work. Im not so convinced so I went and read about their goals and they have the smart approach which I have experienced in the past. The measurement criteria is the one which is hard and its really tough for managers. Overall a good article which has got me thinking about the culture slides that I wrote. I think I can write it differently now.

I agree with the ideas mentioned in the article and believe this is close to what we would have written at Qxf2 if asked on how we make remote work happen. Intentionally getting to know each other is what we do when someone new joins. I remember we had a few initiatives to know about our team mates. Transparency is something we already have at Qxf2. Showing vulnerability- We are being advised to be loud about our mistakes. Mistakes happen,concealing them is not going to help. Owning up for your mistakes is going to help build trust in the team. Focusing on self-improvement- this too happens at Qxf2. We have to be focused on improving ourselves regularly or we could be left behind.

Nice article by Hailley Griffis. Yes, I agree. Outcomes represents your remote team member is working or not and consistent outcome will build trust. Like Buffer, at Qxf2 Services, we maintained a Skype channel for general discussion and sharing things. We also open and transparent about our R&D work and Road-map but we are not open and transparent about salaries and I feel it's completely OK because knowing salaries have some pros and serious cons. And I also like Buffer's team retreat concept of working in-person for full week once a year. At Qxf2, we all meet Quarterly and goes for outing once a year. These activities provide chance to know more about your team members.

A very good article indeed which is directly applicable to our team.I am really happy to see that most of the things mentioned here, we follow them in our system. Yes,5 most important things to work in remote are Trust, Transparancy, Vulnarability, Knowing each other personally and self-improvement. I agree with each and every point mentioned here.Also one's output shown is the sign ,the employee is working remotely.

I agree with the point, Intentionally getting to know each other.I think this is important to build trust.When team members interact with each other through group discussions and meetings, They come to know work done by other people. That helps in building trust.