When Doist began their journey 12 years ago, remote work was considered a novelty. They didn’t have guidelines on running a team spread across the globe. Instead, they felt their way in the dark, learning by doing.
It’s a whole different story today. And as doist claims, “remote work is here to stay”. So how can companies, managers, and workers adapt to this new reality?
Doist has launched the Twist Remote Work guides – a collection of best practices, tactics, and tools from the pioneers of remote work. These guides are the blueprints they wished they had for building, running, and scaling a distributed company!
Chase Warrington, Head of Business Development, Doist at The Remote Work Summit 2020
In 2019, Buffer found that 99% of existing remote workers would like to work remotely, at least some of the time, in their careers. Many cited a flexible schedule (40%) as the biggest benefit to remote work, followed by the ability to work from any location (30%).
The challenge of building a remote team is that unforeseen complexities can arise when operating in different countries, provinces, states, counties, and cities. That’s why many companies are hesitant to build remote teams. It’s easier to be compliant in one or two cities than multiple countries.
Up until a couple of years ago, we didn't have a formal project management process at Doist (bureaucratic processes aren't in our team's DNA). Based on concepts shared by Spotify's product team, though, we started experimenting with what we called Doist Objectives, or DO cycles for short.
Talent exists in every corner of the world; the challenging part is attracting individuals with these special skills to your company and providing them with the tools and structure to thrive. Learning the best practices for hiring remote team members will unlock the potential of your team and help you move towards your company’s mission.
The only way to get better at being a manager is simply managing others. This is also true of managing a remote team. However, there are hundreds of resources on regular management to help guide the way. Comprehensive resources on managing a remote team are largely absent. Our hope is to bridge this information gap and help leaders at remote companies build, run, and scale high-performing teams across time zones.
As you grow as a company, two-way communication between colleagues becomes a massive network of correspondence between 10, 50, 100, 500, or even a 1000 team members. Adapting and optimizing communication across borders, at scale, is not an easy feat.
Trust is important on creative teams like design. It’s particularly crucial in a remote environment, where team members aren’t brainstorming side by side. This sense of trust needs to be conveyed at the very beginning of your design hiring process. First impressions are an essential foundation for long-term collaboration.
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