We\u2019ve been operating our company without direct office space for over 20 years<\/a>, embracing a virtual model when we\u2019re not working at client sites or connecting in person. While working remotely has become second nature to us, that doesn\u2019t mean it was an easy journey, and we\u2019ve learned many lessons on how to operate a company with remote workers successfully.<\/p>\n My book, \u201cOffice Optional: How to Build a Connected Culture With Virtual Teams,\u201d focuses on how to build a great culture when you have a mostly virtual workforce.<\/p>\n In the following excerpts, I\u2019ve provided a quick guide on how to maintain productivity and a sense of connectedness as you move your teams to work from home.<\/strong><\/p>\n\n The immediate pushback I hear from executives considering remote work is that virtual employees will simply not work as hard as they would under in-person supervision. The reality is the opposite: remote workers end up working too much<\/a> because their work is always right in front of them, and they need to learn to find healthy boundaries. We have worked with thousands of people over the last 20 years and can count on our hands how many times we\u2019ve had an issue where someone was intentionally not working.<\/p>\n Based on our experience, you should trust your team when you aren\u2019t directly observing them.<\/strong><\/p>\n Many companies also mistakenly assume their management and measurement structures need to be revamped for virtual workers. Just like a brick-and-mortar company, if you have a good management structure in place where you are reviewing work product at an appropriate pace when someone isn’t performing, it shows up immediately. You should be able to translate your existing management structure to virtual with very little change.<\/p>\n If you are rushing to push your team to remote, don\u2019t spend your time worrying if you can trust your team to work or spend time trying to figure out ways to monitor them through software. Instead, focus on training them on how to work remotely.<\/p>\n If you find yourselves rushing to get your employees’ set-up to work remotely, develop a training guide or cheat sheet for how to manage their day and the expectations you have for them. The most important part of that guide for them will be how to set healthy boundaries. Here are a few things they\u2019ll need to consider:<\/p>\n Many new remote workers worry they\u2019ll be distracted by their home life and lack the discipline to get work done. Instead, the exact opposite usually occurs: Remote workers become more productive<\/a> once freed from a traditional office environment. Perhaps this shouldn\u2019t be a surprise since working remotely means fewer distractions, no commute and the opportunity to take real breaks.<\/p>\n A productivity increase is good, but many remote workers take it too far and end up working too much. How does this happen? The boundaries between your personal and work lives disappear. The laptop is always right there in front of you, and your mobile phone is always on. Your ability to jump between work and personal tasks is suddenly a lot easier, but if you switch back and forth all day long, it quickly adds up.<\/p>\n I\u2019ve found the best approach is to allow employees to create healthy boundaries that work best for them and when they are most productive during the day. Based on their life schedule, let them determine the time periods during business hours that are strictly for work, and when they\u2019ll be taking breaks. They need to develop the discipline to respect those times so that they can achieve a healthy balance. Encourage them to share their approach with their family so that everyone knows when to leave them alone so they can stay focused on work.<\/p>\n Also, if someone hasn’t worked remotely before, there\u2019s usually an adjustment period as they figure out how to make it work for their home environment and schedule. Those who are initially reluctant to make the switch usually love it once they get their new routine down.<\/p>\n When employees begin to work remotely, they\u2019ll need to form new habits and make decisions around how they get work done. The way their day flows is up to them now (to an extent). Let them architect a customized approach. This requires some experimentation, but some of the initial considerations include:<\/p>\n Plus, if they\u2019re having a one-on-one call with someone and aren\u2019t engaged, it is always going to be clear to the other person. They\u2019ll feel unimportant.<\/p>\n Virtual meetings are where all the work gets done in a virtual company. It\u2019s where relationships are built and your culture is reinforced, so it\u2019s important to develop a structure and protocol for virtual meetings. Considerations need to include how meetings will be structured, what format they\u2019ll take, and how you\u2019ll handle sensitive topics.<\/strong><\/p>\n Our rules for virtual meetings include:<\/p>\n We\u2019ve been operating virtually for 20 years. The tools were not great when we first started. We relied on tools that barely got the job done \u2014 basic email and conference call platforms, low-end document sharing and collaboration capabilities.<\/p>\n Thankfully, the tools steadily improved \u2014 it\u2019s now possible to seamlessly collaborate with anyone anywhere in the world.<\/strong><\/p>\n For instance, we recently switched to Microsoft Teams<\/a>, a collaboration suite of tools for video conferencing, chatting, and shared workspaces that make it easier to work from home. We felt a positive impact immediately. Our productivity increased, and we became a more connected, cohesive organization.<\/p>\n The future of work is remote, and the adoption of remote is accelerating: 23% of workers<\/a>\u00a0reported doing some portion of their work remotely. And by 2028, it\u2019s predicted that 73% of all departments<\/a> will have remote workers. Your company will need to embrace remote work if you want to win the war on talent: 71% of workers<\/a> say that the option to work remotely would be a deciding factor in choosing a job, and 75% report being able to work remotely would encourage them to stick around longer.<\/p>\n The benefits of having remote team members are great for your business. You will have happier employees and happy employees stick around longer, take better care of your customers and improve your company’s performance.<\/strong><\/p>\nTrust Your Remote Team<\/h2>\n
Prepare Your Teams for Remote Work<\/h2>\n
Find a Healthy Balance<\/h4>\n
Create the Right At-Home Approach<\/h4>\n
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Change the Structure of Your Meetings for Virtual Calls
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\n<\/em><\/li>\nChoose Remote Collaboration Tools That Increase Productivity<\/h2>\n
Going Remote Will Give You a Competitive Jumpstart on the Future<\/h2>\n
\nAs people and companies abandon the office in favor of remote work, how can a business build and maintain a great virtual culture? In “Office Optional: How to Build a Connected Culture With Virtual Teams,” Larry English, Centric Consulting president and co-founder, provides a roadmap for venturing into the remote-work world.<\/em><\/h4>\n