Recent events state the question — of what to do next? How can we maintain the stability we achieved over the past six years in the Russian IT market? Nobody has the correct answer. We tried to analyze the situation and understand what actions are needed now. While fires are burning around, the business should not stop. We will not comment on what is happening, but we will tell you what we have done right now to save projects, the team, and everything related. Here, we give a couple of tips for those who do not know how to cope with the situation.
Like many people around, we do not have a forecast of how events will develop further. However, we understand that any crisis is a risk and an opportunity to expand our activities and maybe even occupy new niches. It is important not to lose what you already have along the way. Therefore, we have taken several necessary steps to maintain order in an environment of increased instability. We will probably add to this list in the coming days and weeks, but for now, let’s talk about the most urgent issues.
Remote work that already existed
In the spring of 2020, we were happy with the remote format we had chosen at the time. We didn’t have to put anyone in front of a choice between keeping a job and moving to a quieter place. More than six years ago, the company was built as remote. We have declared both within the team and with all clients about the absence of geographical restrictions for employees. Due to recent events, we didn’t have to invent new performance control systems or redesign internal processes. Everything works like clockwork.
Our projects are stable — some of them are developing in fintech (in that part that was not affected by Western sanctions). However, in almost every team, there are some changes in development priorities due to the recent events. Well-established processes help to “handle” this situation in the normal mode. This means that in the wake of instability, we will also continue to hire — there are resources for this, and tasks are pouring in like a cornucopia (by the way, list of vacancies here).
At the peak of the crisis, it is too late to give such advice, but still — build internal processes. No one knows how events will turn further. But any inefficiency eats away resources, and the sooner this “leakage” is dealt with, the easier the period of instability will pass.
Connections and money
Part of our business is concentrated in Russia, but we also have foreign partners. On the first day, we discussed further prospects with all our partners. These discussions gave us some ground — we all continue to work, no projects are closed. It’s just that priorities change.
We recommend doing the same. Before you panic, collect all the data on the situation that is available to you. Find compromises — we are all in the same boat today. The current situation will slightly narrow the range of options for further development and add a little confidence in the future.
Like many, we had to think about cross-border risks. However, thanks to the consultations, this was not an attempt to put out a fire that had already happened. We decided how to redistribute the risks.
From the point of view of the Russian part of the business, we secured ourselves by opening additional accounts in banks that were not subject to sanctions. Everything worked for us without it, but, as they say, “just in case.”
Team spirit
Our most important value is the team. We have thrown all free forces to preserve the team’s emotional health. This means two specific actions — help in word and deed.
First, we provided psychological assistance to those who find it difficult to perceive daily news. The need for this measure became clear at a corporate-wide phone call, which took place a little less than a week after the dramatic change in the situation. Anxiety and uncertainty about the future surfaced instead of the usual exchange of jokes and the latest news. The following day, we announced that now each employee can anonymously get a remote consult with a psychologist. We hope that this will help to avoid performance sagging and burnout.
In parallel, not only did we not cancel the planned internal training, but we began to schedule even more meetings so that no one would feel left out. There will be topics for discussion, both within the current situation and outside the news agenda — children, vacations, hobbies, etc. In the end, personally tested methods of dealing with stress are an excellent ground for discussion.
During all these years of working remotely, we made a lot of efforts to keep the team connected not only by work tasks. It’s time to use our achievements to support each other.
Secondly, we offered support to those thinking about changing their living conditions. We can’t introduce general measures here — each issue must be approached individually. Somewhere it’s needed to advise on the peculiarities of tax legislation, somewhere to help with the transfer of working hours due to the move. Flexibility seems to be the best strategy right now. We hope to tell you more about those who choose to relocate.
We have tried to become that stronghold of stability that you can “hook on” in a difficult situation. Habitual processes and actions help to maintain a working mood. We are doing our best to go astray as little as possible. Even planned salary increases for those with whom such agreements have already been reached remain in force.
