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We don’t have any overarching rules or norms, other than to ensure that mandatory meetings are remote-friendly. Each team sets... -
We are starting to implement this a little more as we grow. We have a lot of de-facto standards just from having done this... -
No rules, but we are always replying. -
Yes. We find one place that can host us all. Make sure it’s not in a city, you want everyone... -
We meetup as an entire team at least twice per year. We call them JarFests. We work hard to plan them... -
For a remote team, the main focus is actually just to spend time together face-to-face, so plan everything around that. We find a yearly... -
Yes! Every fall, we gather for our annual “All Hands” meetup with our entire team. We started doing these meetups in 2013,... -
We get together every three months for three to seven days, changing the location almost every time. -
We do not routinely meet in person. Some of our management team has met a couple times and when I am traveling, I’ve... -
We set goals and deadlines, the same way we would if our team was working in an office together. The team here at Batchbook... -
We use a productivity-tracking tool called Worksmart, which helps managers and their team... -
We are a very metrics-oriented company. Every employee knows the company’s annual and quarterly Objectives and Key Results (ORKs) and... -
It is critical to have open communication and no silos. Everyone should be able to communicate with anyone and be open... -
Clear tasks, responsibilities, and deliverables. -
Being able to measure the output of your employees. Trust. -
Sensing everybody’s mood, level of motivation, identifying issues before they develop. With an on-site team, you get to take advantage... -
To me it was letting go of the idea that everybody is available at some specific time. I was always a... -
Always the communication. This is this the hardest part for any workforce; remote just amplifies the stakes. -
Each team that is working for a client takes responsibility for all the issues: financial stuff, agreements, customer relations, etc. Thanks to... -
A great remote team depends on a very strong culture to bind everyone together and make sure they don’t feel... -
At Goodway, we don’t treat our remote employees any differently than if they were in an office setting. They can... -
As a company we have internal policies that helps us to have key security measures that protects us from any liability concerns that possibly... -
Employees of Trello are provided with what they need from a technology standpoint to get their jobs done. -
Everyone is free to get their devices from the company, but as far as I know everyone’s just using their own machine. -
We have a minimum vacation policy at Buffer where we ask employees to take at least 15 days off every year, in... -
We don’t track time off but expect people to take roughly 4 weeks vacation. Most of our team doesn’t have set hours so... -
No specific policy. Work when you want, take time off when you need it. Coordinate with your teammates so your time off is not... -
Accountability. The fear that people would simply flake, walk off into the distance, play video games instead of work. Sure they... -
Not many fears that I can think of. Really just accountability and showing up, but I don’t feel that’s any more of... -
The biggest fear is “culture cracks” as our CEO calls it. Since we do have such a significant amount of remote...
137 companies answer 10 questions.
Managing a remote or distributed team successfully requires good support, planning, and communication. Whether deciding if and how to get the team to meet in person or defining the line between vacation and flexible work, the management of a remote team has differences from managing traditional on-site teams. In our Managing Remotely section we ask top remote companies how they keep their teams running smoothly from thousands of miles away.
