The Distributed Model: Global Teams, Global Opportunities

In my last article, I tackled the different types of work setups: remote, hybrid, co-located, and distributed, breaking down the nuances of what they really mean. If you missed it, don’t worry, you can catch up here. This second piece focuses specifically on distributed teams: what they mean for organizations, managers, and team members, and why they’re both incredibly exciting and a bit of a headache.

Having worked with distributed teams for the last 15 years, I can confidently say this: it’s not just a work setup, it’s a whole new way of thinking. It’s where the magic of global collaboration meets the practical realities of time zones, cultural diversity, and “Oops, I forgot to unmute myself.” So, if you’re wondering whether distributed teams are for you, let me break it down, empirically, of course, by looking at the benefits and implications for everyone involved.

For Organizations

Distributed teams aren’t just a necessity anymore, they’re a superpower.

Benefits:

• Global Talent Pool: The world is your hiring playground. You can now tap into talent from anywhere, whether it’s a coding genius in Kenya or a designer in Estonia.
• Cost Benefits: Some regions are more cost-effective than others. Why not take advantage of that while offering great opportunities in those areas?
• Follow-the-Sun Operations: Need round-the-clock support or delivery? Distributed teams let you keep things running, even while you sleep.

Things to Consider:

• Complex Compliance: Hiring in multiple geographies means dealing with different tax laws, labour regulations, and compliance headaches. (Did I mention the importance of good legal advisors?)
• Travel Budget: You’ll need to invest in bringing teams together periodically—it’s essential for bonding and collaboration, and no one bonds over Zoom coffee breaks.
• Systems and Processes: You can’t wing it when your team is spread across time zones. From communication platforms to workflow systems, everything needs to be designed for geographic complexity.

For People Managers

Leading a distributed team isn’t just a job, it’s an adventure.

Benefits:

• Cultural Enrichment: Managing a global team broadens your horizons—new perspectives, traditions, and maybe even a recipe or two (yes, I have a thing for regional cuisines).
• Wanderlust Opportunities: Managing a distributed team often means travel. If you love exploring new places, this can be a perk.
• Leadership Growth: Building connections and fostering alignment across borders pushes your leadership skills to new heights.

Things to Consider:

• Time Zone Juggling: Your calendar might start looking like an art project with meetings at odd hours to accommodate everyone.
• Language Barriers: If English (or the team’s common language) isn’t native, communication can sometimes be tricky. Misunderstandings happen, and not all jokes translate.
• Travel Trade-offs: While travel is exciting, too much of it can take a toll on your personal life or family time.

For Team Members

Joining a distributed team is a ticket to global collaboration.

Benefits:

• Cultural Exchange: Working with people from different cultures is like traveling the world—without ever leaving your desk.
• Language Skills: Your English (or the team’s working language) will get a serious upgrade as you interact daily.
• Remote/Hybrid Flexibility: Distributed teams often allow for remote or hybrid setups, giving you more flexibility in where you work.

Things to Consider:

• Time Zone Trade-offs: Be prepared for the occasional early morning call or late-night sync—it’s the reality of working across time zones.
• Camera Etiquette: Mastering the camera, mute, and unmute buttons is not optional. (Seriously, no one wants to hear your dog barking during a budget meeting.)
• Local Solitude: If you’re the only team member in your geography, you might miss the casual social interactions, like lunching or grabbing drinks with colleagues.

Building High-Performing Distributed Teams

Working in a distributed model comes with its own challenges, but it’s also an opportunity to rethink and innovate how teams collaborate. Based on my experience, here are three key strategies to help distributed teams thrive:

Set Clear Goals and Expectations:

• Ensure everyone understands what success looks like, both individually and as a team.
• Establish clear workflows, communication norms, and deliverable expectations to minimize confusion.

Acknowledge and Address Cultural Differences:

• A distributed team often brings together people with diverse cultural norms and working styles. While this is enriching, it can also lead to misunderstandings.
• Foster open discussions about these differences and work to identify and address any cultural behaviors that could be counterproductive.

Create Rituals and Rhythms to Build Team Identity:

• Distributed teams need intentional moments of connection. Whether it’s regular team check-ins, virtual coffee chats, or celebrating wins together, these rituals help create a sense of belonging.
• Encourage informal moments of connection that help foster trust and cohesion beyond work-related tasks.

The distributed model works especially well for senior roles, where autonomy and independence are naturally higher. That said, with the right structure and support, it can also work for more junior roles, setting them up for growth and success.

The distributed work model is here to stay, and when done right, it can unlock tremendous potential for organizations, managers, and individuals alike. However, it’s not a “one size fits all” approach, it requires thoughtful planning, strong leadership, and an ongoing commitment to keeping teams connected and aligned.

And remember, no matter how distributed your team is, connection, collaboration, and empathy remain at the heart of every successful team.