Introduction
I'm Ángel Jesús Ramos from Madrid, a telecom engineer with an EMBA from IE Business School. I've got a knack for entrepreneurship, having launched Evomote in 2011 and scaled Goxo during the pandemic. Product management is my jam; I've been in the trenches as a CPO for a scale-up, which was both a challenge and a blast. My two-year stint in Tokyo was a game-changer, enriching my life and my Japanese skills. Married since 2014, I'm a dog lover, Rubik's cube enthusiast with a 60-piece collection, an avid reader, and a marathon runner, having completed two in Madrid. My DoiT journey began 15 months ago as a CRE, quickly moving up to Staff Cloud Architect, where I'm passionate about driving our Spanish market success and boosting our Client Services team's efficiency.
How did becoming a remote manager change your leadership style?
Or, if you are new to being a remote manager, what was that change like?Becoming a remote manager didn't fundamentally change my leadership style, as I've always anchored my approach in core principles that transcend the mode of interaction—be it synchronous or asynchronous, remote or in-person. These principles include a data-driven approach ('In God we trust; all others bring data'), fostering an environment of radical candor and honest feedback to build trust, emphasizing ownership and high-quality standards, adhering to the boy-scout principle ('If it is broken, fix it'), and always putting people first to ensure no one is left behind. I also believe in the mantra that 'perfection is the enemy of good', the importance of continuous growth and collective achievement, and maintaining a healthy work-life balance.
However, I do acknowledge that remote work has nudged me to become more creative in maintaining team engagement. This has led me to explore new methods, such as virtual lunches and sending thoughtful gestures to show my attentiveness and care for the team. It's a testament to the idea that while the core of my leadership remains steadfast, the tactics and strategies can evolve to fit the context.
Embracing change as the only constant and recognizing that feeling overwhelmed at times is part of the journey has been crucial. It's about being functional and taking steps towards the necessary learnings to navigate uncertainty. Sometimes, you'll get it right, and other times, you'll gain valuable lessons. This mindset has been pivotal in adapting to remote management without losing the essence of my leadership style."
What is your biggest obstacle as a remote leader?
One of the biggest obstacles I've encountered as a remote leader is the challenge of getting to know the individual beyond their professional role to avoid reducing interactions to mere transactions. In a remote setting, it's easy to default to a task-oriented mode of communication, where conversations are primarily focused on work and outcomes. This can inadvertently overlook the human aspect, which is crucial for building deeper, more meaningful connections within the team.
Additionally, the nature of remote work, compounded by a packed calendar of meetings, can lead to a sense of isolation. It's all too easy to become ensconced in back-to-back calls, which, while productive, can also create an impression of inaccessibility. Being 'busy' can sometimes be mistaken for being 'unapproachable', which is something I actively work to counteract. Ensuring that I'm not just available but also approachable requires intentional effort, such as setting aside dedicated 'open door' times, encouraging informal catch-ups, and being proactive in reaching out to team members.
What does communication look like on your team?
Does working in different time zones and geographies affect or change how you communicate?In our team, communication is highly valued and is designed to be as fluid and adaptable as possible, despite everyone working within the same time zone. This commonality in scheduling certainly simplifies coordination, but we don't take it for granted. We've established various ceremonies and communication mechanisms to ensure we can navigate a wide array of situations effectively.
One such practice is our 'Buenos días!
' session, a 30-minute daily morning meeting that's informal and optional. It's designed to foster a sense of community and connection beyond work-related discussions. Here, team members might share insights about a recent project or discuss the latest Netflix series they've watched. It's about starting the day on a positive note, with a blend of professional and personal interaction.
We also hold a weekly alignment session, which is crucial for maintaining the team's focus on our collective priorities. This meeting is an opportunity to share updates, discuss organizational and departmental developments, and ensure everyone is on the same page. Additionally, the 1:1 meetings are a cornerstone of our communication strategy. These are led by the team members themselves, who set the agenda based on what's most pertinent to them at the time. It could range from discussing personal development plans to addressing any challenges they might be facing. This approach ensures that each team member feels heard and supported on an individual level.
Overall, while our shared time zone could potentially make communication more straightforward, we don't rely solely on this convenience. Instead, we proactively create spaces for both structured and casual interactions, ensuring that our communication landscape is rich, varied, and inclusive."
How do you establish and maintain trust with your teams?
Establishing and maintaining trust with my team is a multifaceted process that starts with being present and available whenever they need me. It's crucial for me to demonstrate that I'm not just a figurehead but an active participant in our collective journey. I listen attentively and take action based on what I hear, such as introducing new challenges that align with their interests, which I glean from our ongoing conversations.
Empowerment is another key aspect of building trust. I give my team ample space to approach tasks in their own way, offering support wherever I can. This approach is grounded in the concept of servant leadership; I'm always ready to roll up my sleeves and tackle even the most mundane or 'unsexy' tasks if it means supporting the team.
Being their advocate within the organization is another way I build trust. I share insights from forums they might not have access to and explain the rationale behind decisions, ensuring transparency. I also value their opinions on how things should be done, entrusting them with significant responsibilities and openly admitting when I don't have all the answers.
Public and private recognition of their contributions is vital, as is fostering a growth mindset. I strive to approach situations with curiosity rather than judgment, always asking questions to understand better rather than to critique. In essence, trust is built on a foundation of consistent, supportive actions, open communication, and a genuine commitment to the team's success and individual growth.
How do you set the expectations for your direct reports, such as communication, working hours, performance, career growth, etc?
Setting expectations for my direct reports is a tailored process that varies slightly from person to person, reflecting my commitment to understanding and respecting each individual's unique strengths and areas for growth. However, a constant in my approach is a commitment to transparency and directness, embodying the principles of radical candor. I believe in the importance of separating the 'author from the work' and the 'form from the content,' focusing on the essence of the message to ensure clarity and mutual understanding.
In communicating expectations—whether they relate to communication norms, working hours, performance standards, or career growth—I strive to convey these principles clearly and consistently. I also make it a priority to understand the personal principles and values of my team members. This understanding enables me to tailor my communication of objectives and the reasons behind them, ensuring they resonate on a more personal and motivational level.
By fostering an environment where feedback is constructive and rooted in a genuine desire for mutual growth, I aim to not only set clear expectations but also inspire my team to embrace these standards as a pathway to their own development and success.
How can you create a strong culture within your team across different time zones or geographies?
Creating a strong team culture across different time zones and geographies is indeed a complex challenge, one that requires thoughtful consideration of how diverse individuals connect their emotions, thoughts, and behaviours. Drawing inspiration from resources like Erin Meyer's 'The Culture Map,' I believe the key lies in recognizing and embracing the diversity of these connections without compromising one's own personality or objectives. To foster a strong, unified culture, I focus on being generous and humble, always ready to assist team members in any situation. This approach not only helps in building a supportive environment but also in bridging cultural and geographical gaps.
In the realm of knowledge work, three key drivers for team motivation are mastery, autonomy, and purpose. I keep these factors at the forefront when nurturing our team culture, ensuring that each team member feels empowered to develop their skills (mastery), has the freedom to make decisions (autonomy), and understands the bigger picture of why we do what we do (purpose).
By integrating these principles into our daily interactions and operational ethos, I aim to cultivate a culture that transcends geographical boundaries, fostering a sense of belonging and shared commitment to our collective goals.
Part of being a manager is hiring new Do’ers. Please share some tips you’ve learned on how to successfully interview and onboard remotely.Successfully interviewing and onboarding remotely is indeed one of the most challenging aspects of being a manager. The process involves making significant decisions based on limited data points, which can have profound implications for both the individual and the organization, not to mention the inherent difficulty in sourcing talent.
I've found that thorough preparation is key to navigating these challenges. Collaborating closely with the Talent Acquisition team to define the specific skills and personality traits that will complement the existing team is crucial. Being actively involved in candidate sourcing also plays a significant role in finding the right fit. During interviews, my focus is to maximize the opportunity to assess candidates against the top five non-technical attributes essential for the role, which align with the expected behavioral models. I emphasize the 'Triple H'—humble, hungry, and honest—as a framework to gauge their fit with our team's culture and values.
Empathy towards candidates is also vital. I ensure they have the space to express their personality and potential. I always encourage them to use the interview as a two-way street, not just to impress us but to gather the information they need to make an informed decision about joining our team. This approach helps in setting the right expectations and facilitates a smoother onboarding process, as it aligns their decision drivers with what the role and our organization have to offer.
Have you ever experienced any difficulties while working remotely as a manager or an individual contributor?
Rather than difficulties, I prefer to frame the challenges of remote work as opportunities for growth and learning. Two main challenges stand out in my experience:
Firstly, the challenge of distinguishing signal from noise. In a remote environment, we're inundated with information and opportunities, as so many talented individuals are working on fascinating projects. It's crucial to maintain a clear focus on your priorities to avoid being distracted by 'shiny objects' that could lead you away from your core objectives. This requires discipline and a strong sense of direction to navigate the wealth of available information without losing sight of your goals.
Secondly, the nature of remote work, particularly in a Cloud Reliability Engineering (CRE) role, can lead to isolation. It's essential to proactively build and maintain relationships with colleagues to stay connected to the organization's pulse. Building trust is the foundation of these relationships, which often means being generous with your time and assistance, offering help before asking for it. This approach not only helps in overcoming the sense of isolation but also fosters a collaborative and supportive team environment.
Both of these challenges require a proactive and intentional approach to remote work, emphasizing the importance of clear priorities and strong interpersonal connections.
What advice would you give to managers who are new to remote managing?
For managers new to the realm of remote management, my first piece of advice would be to carve out time in your schedule for reflection and strategic thinking. It's vital to regularly assess whether you're moving in the desired direction. Remember, the one who controls their schedule controls their strategy. I recommend establishing a personal 'operating system' of routines and ceremonies that facilitate this reflection. For example, I use the first few minutes of my morning to reflect on various aspects such as weekly goals, review dashboards, and check tickets. This practice ensures that decision-making is a deliberate process rather than a reactive one. It's important to remember that the quality of a decision isn't solely judged by its outcome—since many factors are beyond our control—but by the decision-making process itself.
Secondly, invest time in getting to know your team beyond the transactional aspects of work. Be creative in finding new ways to interact and engage with your team members in different contexts. This helps in building a deeper connection and understanding, which is crucial for effective remote management.
Thirdly, focus on communication and empathy. The nuances of remote communication mean that messages can easily be misinterpreted. It's essential to consider whether there might be a more effective way to convey your message or to ensure that it has been understood as intended.
Lastly, dedicate time to enhancing your coaching and mentoring skills, such as active listening. This will enable you to ask more impactful questions and extract greater value from one-on-one meetings, ultimately leading to a more empowered and engaged team.
By integrating these practices into your management approach, you'll be better equipped to navigate the challenges of remote leadership and foster a productive, connected, and motivated team.
Can you share any advice on how remote Do’ers can best communicate with their direct manager?
My advice for remote Do’ers looking to communicate effectively with their direct managers is to embrace the approachability that is a hallmark of our management team at DoiT. I encourage open and honest conversations about concerns, successes, and areas for improvement. As managers, our role is to ensure that every team member has the tools they need to excel, understands the purpose behind our work, and sees how this aligns with their career aspirations.
In these discussions, it's also important for team members to empathize with and understand their manager's goals. Recognizing what your manager is aiming to achieve and how you can contribute to these objectives can be incredibly empowering. I often say 'the factory is the product' to highlight that our focus isn't solely on the end product but also on optimizing the processes and machinery that produce it. In this context, any contribution that helps improve our operational efficiency is highly valued.
So, don't hesitate to engage in dialogue with your manager. Such interactions not only help in aligning individual and organizational goals but also foster a culture of continuous improvement and mutual support.
