Ladder’s Operational model
Ladder is a remote-first company rather than remote-friendly. It’s more of a culture rather than a benefit.
How global teams collaborate across time zones
Time Respect: Let’s keep our meetings as short and sweet as possible, respecting everyone’s time like it’s a precious slice of pizza.
Meeting Time: Let’s play time zone detective and find that one magical hour when we can all gather around to have at least one synchronous meeting.
Turnaround times: Aim to reply to Slack messages within 2-3 hours and to emails within a day.
Over Communicating: Is there even such thing as over communicating? We like to acknowledge a message received and reply with an ETA of response.
Team Overlap: We are creating teams that have optimum 8 hours of overlap, ideally 4 with 2 hours being the minimum overlap.
Use send later (email/slack): Sometimes it’s best to let the spice marinate. Use the ‘send later’ feature for emails and Slack messages when the message isn’t urgent.
Documentation: Record the (great) work in our institutional memory tool, so the next team can pick it up.
Important role of Documentation
Time Respect: Let’s keep our meetings as short and sweet as possible, respecting everyone’s time like it’s a precious slice of pizza.
Meeting Time: Let’s play time zone detective and find that one magical hour when we can all gather around to have at least one synchronous meeting.
Turnaround times: Aim to reply to Slack messages within 2-3 hours and to emails within a day.
Over Communicating: Is there even such thing as over communicating? We like to acknowledge a message received and reply with an ETA of response.
Team Overlap: We are creating teams that have optimum 8 hours of overlap, ideally 4 with 2 hours being the minimum overlap.
Use send later (email/slack): Sometimes it’s best to let the spice marinate. Use the ‘send later’ feature for emails and Slack messages when the message isn’t urgent.
Documentation: Record the (great) work in our institutional memory tool, so the next team can pick it up.
