The most effective remote-friendly companies share one thing: they measure what people achieve, not how visibly busy they appear.
Here’s how to make this work in your business:
Remote working thrives on clarity. Every team member needs to understand:
• When it needs to be completed
• How success will be measured
• Who they’re accountable to
This isn’t micromanagement – it’s providing the structure that enables autonomy. When expectations are vague, anxiety fills the gap.
Regular one-to-ones are the backbone of effective remote management. These conversations should:
• Focus on progress, blockers and support needed
• Allow space for both work updates and wellbeing check-ins
• Adapt in length and format to suit different roles
Remember that a quick 15-minute video call can often resolve issues that might fester over email or messaging apps.
Different teams need different reporting methods, but consistency is key. Consider:
• Team dashboards that track key metrics
• Structured templates for weekly updates
• Regular team meetings where achievements are shared
The right reporting strikes a balance – providing visibility without creating unnecessary admin burden.
In mixed teams, those not physically present can quickly become forgotten. Prevent this by:
• Ensuring that important conversations happen in shared spaces, not casual chats
• Writing down decisions and sharing them promptly
• Varying meeting times to suit different working patterns
Remember that inclusivity isn’t just about tools – it’s about mindset. When one person joins remotely, treat the whole meeting as remote.
When teams split by location, walls go up. Counter this by:
• Running regular skill-sharing sessions
• Using tools that allow real-time teamwork
• Planning occasional face-to-face events to build relationships
These connections help to break down the invisible barriers between remote and on-site staff.
Recognition can easily become biased towards visible work. Make a conscious effort to:
• Create visibility for “behind the scenes” work
• Ensure that progression opportunities are equally accessible
• Gather feedback from all team members about recognition practices
The most engaged remote teams feel valued for their contributions, not just their availability.
Managing remote teams isn’t about control – it’s about creating conditions where people can do their best work, wherever they are.
Get it right and you’ll build a stronger, more adaptable business that keeps good people.
Get it wrong and you risk creating division with all the problems that brings.
If you’re finding it hard to manage a remote or hybrid team, we can help you to build practical systems and reduce your stress.