Running a Truly Remote Company. Virtual teams and Communication are Key

Running a business remotely and keeping the virtual teams engaged can be done by prioritising transparency, mental wellness, meaningful communication and work.

For more than two years, most of the global office-based workforce has been working from home. Back in early 2020, as more and more virtual teams were being created, most people were convinced that work-from-home was just a temporary situation. Yet, that's not how things turned out to be.

While some companies might be pressuring their employees to return to the office or trying to implement a hybrid work system, remote work has become a massive attraction for retaining a competitive workforce and attracting top talent.

Not everyone is cut out for work-from-home; I'm willing to admit that. Some people might find it easier to concentrate in a workspace where no kids or cats or dogs run around, wreaking havoc in your kitchen while you're on Zoom.

However, for others, it's a deal-breaker. I've personally known cases where people quit their job when asked to return to the office. "My laptop is my office" is my favourite line of them all.

As a remote worker myself, running a business that, by its very nature, is entirely remote, I took the time to ponder the implications of remote work and managing virtual teams.

What I learned from Managing Virtual Teams

Even though our virtual teams are made of professionals who would work remotely before the pandemic, the last two years have still marked a learning period for us as remote workers.

Looking around, I feel that remote work has been so deeply ingrained in our working culture, that going back to pre-pandemic working models is simply impossible.

I could say that the pandemic has validated our remote working model. We've all learned more efficient and innovative ways of doing our jobs well.

There is a certain sense of flexibility and autonomy that office work can never reproduce. When working remotely, you can create your own work

nook, however quirky, and have no one question what you're doing. If it helps you think better while juggling with a soccer ball or doing some yoga stretches, so be it. Do it.

In remote work, no one inquires about how you work, only about your results. While at the office, your bosses might nag you for spending 30 minutes playing darts or drinking coffee while you should be handing in an urgent presentation. Well, maybe that's the way you can concentrate and think - by playing darts. As long as you deliver the presentation, it's no one's business how you do it.

Before COVID, we've had this very stereotyped opinion about how work should be done - standing at a desk for hours, head down on the laptop, fingers running over the keyboard, sipping on a cup of coffee from time to time. But this position does not guarantee you productive work, nor do the dreary long meetings or brainstorming.

So, as a CEO, I learned that people have so many different ways of doing work, that you should just leave them be. Let them do it their way. As long as the work gets done, it's none of your business how they're doing it.

If you ask me, freedom to work on your own terms and in your own way should be stipulated on any work contract.

Companies should give their employees the chance to go to the office and meet up with other colleagues when they feel like it. Some people might feel better at the office, and they should have the freedom to choose to go. However, a complete and strict return-to-the office is just unnecessary

How do you manage and keep remote teams engaged?

Things have been going very well here at BDD when it comes to remote work. We have a thoughtful remote work program in place that keeps all of us engaged and motivated. It's not a 9-to-5 schedule. It's much better than that.

I've had people asking me: "How do you keep doing it? How do you work remotely from different parts of the globe and still manage to pull it off?"

I think the key is keeping everyone motivated and inspired to do their jobs. How do we do that?

1. We manage an effective communication platform

All our remote workers are included in our business. This means they are always informed about pretty much everything that it's going on in the company. The tech teams know what the sales teams are doing and vice versa.

We have a policy of complete transparency. We function on different communication channels, i.e. "the marketing channel", "the sales channel", "the HR channel", etc. Every team member has the liberty to enter any of these channels and see what is being discussed there. It's their choice if they want to be in every communication channel of the organisation or just the ones that they're working on.

Moreover, every major company decision is announced on a general communication channel where everybody is active.

Why complete transparency? Because I'm a firm believer in the feelings of belonging and meaning. Every worker needs to feel that their work is valuable and it's bringing an important contribution to the bigger picture.

Some people need this motivation to be good at what they're doing. BDD provides this environment.

2. Everyone can contribute to everything

I believe good ideas are universal. So, if you're a sales guy but have a good, creative content idea, you can express it out loud to the marketing team.

I'm a firm believer in the interdisciplinarity and interconnectivity of tasks. With a transparent and open culture, you can generate more creative ideas than ever.

This possibility also keeps the remote teams engaged and motivated every day of the week.

3. Acknowledge bad days

I pay the professionals in my team to have bad days also. Yes, you've heard that right. Everyone is entitled to have their bad days when things just don't work out.

I don't mind having my colleagues come to me and say, "today, I don't really feel like working". That's ok. Take the day off. You don't need to fabricate any excuse such as "I'm sick", "I have to do x or Y".

Bad days come and go, and they're normal.

"But they can always come and say that". No. When you instil this company culture that does not punish bad days, people will be more motivated, and feel like they are appreciated even on their worst days. Trust me, it works.

4. "What" is more important than "when"

You cannot manage your remote workers' time, and you shouldn't even try. "When" should only refer to deadlines, not "when" you do the work.

We're so different when it comes to work and productivity. So, let the people work in their own time. The 8-hour workday is obsolete.

Actually, it is pretty difficult to put a tag on what work is and what it isn't. I mean, if you go outside to take a walk but still think about a work report or how to formulate a work email, doesn't that count as working?

5. One-on-ones with the team

Meeting one-on-one with the team members gives me better visibility into what is going on.

When you work in the office, you can notice your employees' mood and get to talk more about their situations. However, remotely, you don't have the chance to do this.

So, we have established one-on-ones with the team to learn how everybody is feeling, if everything is going ok in their lives and how the work makes them feel.

This is how we stay connected. We prioritise transparency, wellness, meaningful communication and work and ditch micromanagement. It can be done. It is being done as we speak.