Leading Remote Teams

I can see you're on mute again, Sarah..." Why 78% of Remote teams are failing? (And How to Fix It) Have you ever finished a virtual meeting and realized no actual decisions were made, despite an hour of everyone staring at their screens? The reality: We've mastered the tools of remote work without mastering the human element of collaboration. After coaching over 500 professionals through remote transitions, I've identified the hidden obstacles that even the most tech-savvy teams miss: 1. The Trust Deficit When you can't see someone working, the primitive part of your brain fills the void with assumptions. "Did they even look at that document?" "Are they really working or watching Netflix?" This trust gap creates a cycle where managers over-monitor, employees feel micromanaged, and psychological safety plummets. 2. The Collaboration Paradox Remote teams often swing to dangerous extremes: Too many meetings, creating Zoom fatigue and no focus time Too few synchronous touchpoints, creating silos and duplication of work Stanford research shows that collaborative overload reduces productive output by up to 42%, while insufficient collaboration leads to 26% more project delays. 3. The Digital Culture Vacuum The spontaneous moments that build culture in offices—grabbing coffee, celebrating small wins, quick hallway conversations—disappear in remote settings. Without intentional replacement, team cohesion disintegrates within 4-6 months. This framework has worked wonders for teams that were struggling with managing remote work and also reduced meeting time by 22%. Step 1: Establish Trust Through Clarity, Not Control Replace arbitrary "online hours" with clear outcome metrics Institute "no-questions-asked" flexibility alongside non-negotiable deadlines Create transparent dashboards that focus on results, not activity Step 2: Design Your Collaboration Architecture Implement "Meeting Tiers"—distinguish between decision meetings, working sessions, and updates Create "Deep Work Zones"—4-hour blocks where no meetings are scheduled (team-wide) Adopt asynchronous-first documentation that reduces meeting dependency Step 3: Engineer a Digital-First Culture Launch "Virtual Watercooler" moments (15-min team check-ins with no work talk) Use "Culture Buddies" to pair team members weekly across departments Create "Celebration Channels" focused exclusively on wins and milestones Remote work is supposed to be enjoyed by both parties. If that’s not the case, you need to address it right. What's one aspect of your remote collaboration that needs immediate attention? Follow Priya Narang Nagpal for more Career & Corporate training strategies! Repost 🔁 if found useful. #careergrowth #jobsearch #corporatetrainer #softskills #resumewriter #interviewcoach

Unsolicited learnings from managing a 100% remote team of over 100 people 💙 📬 Remote admin is (way) harder Because we use local contracts (cheers Alex Bouaziz) and as a result our teams in different countries don't necessarily get the same benefits by default. To address this, we take the French contract as a benchmark (I sincerely believe it's one of the best work contract you can get). We assess missing benefits and try to replicate them where possible. If that’s not feasible, we adjust salaries to compensate. For instance, if a Spanish-contract employee lacks a specific budget, we adjust their salary to make up for it. This ensures fair(er) compensation across regions. We know it's not 100% perfect yet, but we're doing our best given the local admin and the resources we have. It requires a larger-than-usual HR team (and don't even get me started on IT). ☕️ No such thing as too much communication. In the office, information flows naturally—over coffee, during lunch, in casual chats. But remote work ? It’s a different ballgame. Everything happens on Slack, Linear or Notion (or Livestorm :)) To keep everyone aligned, no matter where they’re working from, 1️⃣ We use various public and semi-public channels. This approach ensures information is as transparent and accessible as possible. Like Photoroom we limit direct messages to avoid fragmented communication. 2️⃣ We’re intentional about channel naming, using a clear system so that finding information is easy. Each project has its own channel to keep discussions organized. 3️⃣ Key updates and news are posted in specific news channels to ensure nothing is missed. (We have not entirely yet solved the flow of notifications this come with, but I hope we will soon — 100% async is not an option for us) Documentation and project planning is also key for us. By (trying to) carefully recording every project and process, we make it easier to access past work, support onboarding, and enhance collaboration. 🤝 Remote management is a leap of faith This is what I believe is the most problematic for companies. How can you trust someone you don't see every day? Our rule is simple : to make sure the team meets its objectives, set clear expectations (KPIs, projects), set regular check-ins, and be an excellent communicator on their progress. How the team gets there ? ... That’s up to them. Remote work, forces you to "let go" of looking over the shoulder of someone constantly. You set the goals, you trust the process, and you pick up (or don't 😬) the results at the finish line. This shift forces us to try and move away from micromanagement and focus on the ROI of the team’s work (even though we don’t completely phase it out, since some people need it more than others to make progress). The bonus is that we can tap into talent pools that would otherwise have been geographically out of reach. (And yes, we’re still hiring, link is in the comments) Hope this helps,

Managing expectations was my hardest lesson as a leader—and it changed how I guide teams forever. When I transitioned into a leadership role, I had to guide a software engineering team during the COVID-19 pandemic. Overnight, office routines disappeared, replaced by virtual meetings. Collaboration broke down. At first, it felt overwhelming—misaligned expectations, frustration, and low team morale. I quickly learned something crucial: relationships within the team matter more to success than I realized. To address the issues, I introduced scheduled check-ins, extended 1-on-1s, and a clear communication plan. I also created a remote work guide with tips on staying productive, building connections, and setting boundaries. This guide became a valuable resource across the company. This experience taught me three key lessons about building strong teams: • Show your team their growth and well-being matter • Make sure everyone understands expectations • Be flexible to handle unexpected challenges What is the most useful lesson you have learned about teams?

What if every challenge was an opportunity waiting to be seized? In this episode of Product Thinking, I'm delighted to have the opportunity to speak with John Shapiro, the former Head of Product of Global Supplier at Wayfair, who currently serves as the Chief Product & Technology Officer at Lightspeed Commerce. John brings invaluable insights from his leadership role overseeing a team of 60+ product managers at Wayfair, championing the company’s global suppliers, and ensuring products meet the standards of global consumers. In our conversation, John shares Wayfair’s journey from adapting to a suddenly remote work environment to effectively managing an unexpected surge in business. We delve into how Wayfair’s steadfast commitment to its long-term vision and strategic flexibility enabled them to navigate uncertainty with resilience. Key takeaways include: 🔹 Navigating Remote Work Challenges:John discusses the initial hurdles Wayfair faced in transitioning from in-person to virtual operations and how they swiftly adapted their product development processes. 🔹 Balancing Roadmap Adaptations: Discover how Wayfair maintained agility by re-evaluating their roadmaps to address evolving customer needs, even amidst short-term revenue fluctuations. 🔹 Effective Product Management Strategies:John shares insights on fostering transparent communication within product teams and staying customer-focused amidst disruption. 🔹 Supporting Suppliers Amidst Uncertainty: Learn how Wayfair empowered its suppliers with real-time data and strategic partnerships to navigate the challenges of the pandemic. Join us as we explore these vital topics, highlighting the resilience and adaptability essential for success during turbulent times. What strategies have you found most effective in navigating uncertainty and driving success in your product management endeavors? Let's spark a conversation and share valuable experiences. Listen now: https://lnkd.in/gPh6-UkF shapiro #ProductThinking #ProductManagement #PivotsInPandemic #WayfairSuccessStory

Time Zones, Trust, and Teamwork 3 things you can’t fix with a better project management tool. When I started working with distributed teams, I thought the biggest challenge would be logistics. Turns out, it’s trust. Because even with Notion dashboards, Slack threads, and async rituals, teams don’t thrive unless people feel safe, seen, and supported. And none of that happens automatically across time zones. Here’s what I’ve learned building real alignment in remote setups: 1. Trust isn't built on deadlines. It’s built on how you respond when things go wrong. 2. Check-ins that go beyond task updates create context and connection. 3. Silence doesn’t always mean clarity. Sometimes, it means people have checked out. This is why I no longer default to just “better tools” when a team’s struggling. I look at the system beneath the tasks. The way people feel about each other. The tone in the messages. The human signals. Because high-performing remote teams aren’t efficient by chance. They’re intentional with time, energy, and empathy. Have you worked in a distributed setup that actually worked? What made it feel like a team?

You're not designing processes for the team you have. You're designing them for your team 6 months from now. Get this wrong and you'll rebuild everything twice. I know because I learned the (really) hard way. March 2020: our business model became completely untenable overnight. When COVID hit and the world shut down we had to pivot from an event booking platform to a digital publishing business - fast. And when I say fast, I mean: we went from 12 people to over 400 people worldwide in less than two years. Building the aircraft while it was taking off doesn't even cover it. We were adding wings mid-flight. Here's what I wish I'd known then: Every process I designed for a team of 12 broke by the time we hit 50. 🌀 Onboarding? Ad hoc. 🌀 Quality control? Inconsistent. 🌀 Roles and responsibilities? "Everyone helps everyone" became "nobody knows what they're doing." I thought I was being agile and responsive. Actually, I was low-balling our own success. I was designing for the team we had, not the team we were becoming. And it cost us: ➡️ Managers doing jobs they weren't hired for ➡️ Quality issues we could have avoided ➡️ Countless hours rebuilding processes that should have been right from the start ➡️ Painful conversations about accountability that came too late Here's what I learned building a global team through a pandemic: 1. Begin with the end in mind - If you're hiring one person, design the process like you're hiring ten - Ask yourself: "What breaks if we 3x this team in 6 months?" - Build modular, repeatable systems from day one 2. Process for hiring = Process for onboarding = Process for accountability They're all connected - if one is weak, they all suffer. Ideally a blend of all 3 helps you scale without chaos 3. Model it before you build it - Use a spreadsheet (it helps to become obsessed with operational models) - Map it - e.g. if I have 2 of this role, I need 10 of that - Understand your levers and bottlenecks before they bite you The painful truth I learned: 💠 Hiring more people doesn't fix problems. It amplifies them. 💠 If your processes can't handle your current team, adding headcount will just make everything worse faster. What I'd tell myself in March 2020: Design for the company you're becoming, not the one you are today. Before your next hire, ask: ➡️ Can our current processes handle 2x this team? ➡️ Do we have absolute clarity on roles, responsibilities, and expectations? ➡️ Have we built training and induction that will work for person #50, not just person #5? Because it is so much harder to retrofit after the fact. I have the scars to prove it! Have you experienced similar growing pains when scaling? I'd love to hear - share in the comments📩

Direct: Crisis leadership is not for the faint of heart. In the face of unprecedented challenges, leaders have to be resilient, adaptable, and decisive. We are living in uncertain times, with a global pandemic and societal unrest creating chaos in every aspect of our lives. As a leader, you must be prepared to navigate these uncharted waters and steer your organization to safety. Here are some key things to keep in mind as you tackle this challenge head-on. - Prioritize Communication: In times of crisis, it is more important than ever to keep your team informed and engaged. Be transparent about what is happening, acknowledge their concerns, and provide regular updates. Use multiple channels to reach out, including email, Slack, Zoom, and social media. Make sure your team feels connected and supported. - Embrace Flexibility: The playbook has been thrown out the window. The rules that applied before may not work in this new reality. As a leader, you must be willing to pivot and change course as needed. Be open to new ideas, gather input from your team, and be willing to experiment. It's okay to take calculated risks if they will benefit your organization in the long run. - Lead with Empathy: Your team is under a lot of stress and pressure right now. Many are dealing with personal or family issues on top of work responsibilities. As a leader, you need to be understanding and supportive. Show empathy and be willing to accommodate reasonable requests. This will help you build trust and loyalty with your team. - Take Care of Yourself: You can't pour from an empty cup. As a leader, you must prioritize self-care even as you work tirelessly to keep your organization afloat. Make time for exercise, meditation, and other activities that will help you recharge. And don't hesitate to seek support from others when you need it. The path forward may be uncertain, but with a clear head, a compassionate heart, and a willingness to adapt, you can lead your team through this crisis. Stay strong, stay focused, and stay connected to those around you.

After 10 years in HR wrangling four generations - Boomers, Gen X, Millennials & Gen Z - Here are the 3 lessons that still make me pause & smile: 1️⃣ 𝐂𝐚𝐫𝐞𝐞𝐫 𝐭𝐚𝐥𝐤𝐬 𝐚𝐫𝐞 𝐟𝐨𝐮𝐫 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐥𝐨𝐯𝐞 𝐥𝐚𝐧𝐠𝐮𝐚𝐠𝐞𝐬. Ask a Boomer about legacy, and their eyes light up. Give Gen X space to run the show and they’ll never miss a deadline. Show Millennials the next ladder rung and they’ll sprint toward it. Gen Z? They want quick check‑ins that prove today’s grind connects to a bigger purpose. The day our managers started switching “languages,” resignations dropped like a bad internet signal. 2️⃣ 𝐅𝐞𝐞𝐝𝐛𝐚𝐜𝐤 𝐢𝐬𝐧’𝐭 𝐨𝐧𝐞‑𝐬𝐢𝐳𝐞‑𝐟𝐢𝐭𝐬‑𝐚𝐥𝐥. Veterans want a thoughtful sit‑down that links their work to real numbers. Newer hires prefer a ping that says, “Nice job—here’s what’s next.” We married both: tiny weekly nudges plus a deeper quarterly chat. Suddenly, reviews felt less like dentist appointments and more like coaching sessions. 3️⃣ 𝐓𝐫𝐮𝐬𝐭 𝐢𝐬 𝐩𝐚𝐢𝐝 𝐢𝐧 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐜𝐮𝐫𝐫𝐞𝐧𝐜𝐢𝐞𝐬. Boomers cash in on consistency and respect. Gen X trades in straight talk. Millennials invest when they see transparency. Gen Z signs on when you invest in them. Once leaders learned to “spend” the right currency, our Slack channels turned into high‑five factories. --- Generational gaps aren’t about who works harder. They’re about how each group hears you, trusts you, and grows with you. Master the dialects, mix the feedback, pay trust the right way - and watch a multigenerational team move like one. It’s not easy but so worth it! One of the most humbling things I have done in my career probably :) What surprising generational insight changed the way you lead?  Drop it below—I’m all ears! #peoplemanagement #feedbackculture #trustbuilding

A manager shared an interesting observation with me recently. 7/10 of her Gen Z team members refused to speak up in a team brainstorming session. They were engaged, but only one-on-one or through DMs but not in group discussions. This is a common scenario, especially with teams that have spent the last few years working remotely. Many Gen Z workers, often dubbed "COVID badge bearers," are used to asynchronous communication and small-group chats. (not generalising here, you could be an exception :)) They’re more comfortable expressing their thoughts in writing or in more intimate settings, not in high-pressure live meetings. But it doesn't necessarily need to become a problem. Perhaps it’s a shift in how we communicate across generations. So, no what? Here are a few thoughts I shared with other leaders, maybe it will help you too: 1/ Provide flexible communication channels – Not every great idea has to come from a live meeting. Offer options like Slack or email for idea-sharing before meetings. 2/ Encourage a mix of synchronous and asynchronous methods – Use tools like Miro or Google Docs for real-time collaboration while allowing others to contribute in their own time. 3/ Foster smaller, less intimidating spaces – Some people thrive in intimate discussions rather than big meetings. Create spaces for these conversations, whether virtual or in-person. We need to understand that different doesn’t mean worse. These shifts can be leveraged to build stronger, more inclusive teams that communicate in a way that feels comfortable and productive for everyone. Leaders, how are you adjusting to the communication preferences of your younger team members? GenZs, is this helpful? How would you like us to speak with you? Comments are open 👇🏻 Cheers! Sonali

The greatest leadership skill today isn’t expertise - it’s translating across generations. For decades, leadership was about knowledge, experience, and expertise. Today? It’s about something else entirely: bridging the generational gap. And from my experience of diagnosing organisational friction points, I've found that isn't just a nice-to-have — it makes or breaks meaningful transformation. Take this scenario: A senior executive walks into a meeting, frustrated. “Why won’t these new hires just pick up the phone instead of ‘Slack-ing’ everything?” A Gen Z employee, equally frustrated, says, “This meeting could have been a Slack message.” Same company. Same goal. Completely different languages. And this misalignment? It’s not just about communication preferences — it affects collaboration, retention, and bottom-line performance. Here’s the reality: - Millennials and Gen Z now make up over 50% of the workforce. By 2030, that number will be close to 75%. - Gen X and Boomers still hold most leadership roles, shaping policies and workplace culture. - Companies with strong multigenerational strategies see higher retention and innovation. To be a great leader today, managing a team isn’t enough. You need to know how to translate between generations. → Recognise that what looks like a ‘lack of professionalism’ to one group might just be a different approach to efficiency for another. → Don’t dismiss a younger employee’s resistance to rigid hierarchies as entitlement — they see it as a push for autonomy and impact. → Don’t cling to ‘this is how we’ve always done it.’ Instead, ask, ‘What’s the best way to do it now?’ The best leaders don’t impose their style - they adapt to the future. I recently experienced this myself while facilitating workflow challenges between a frustrated team lead and her Gen Z analysts. "I spent hours writing emails they never read," she told me. An analyst confessed, "By the time I see email, I've had 15 Slack conversations on the same topic." The solution? They came up with a shared digital workspace both groups checked for critical decisions. This simple translation increased team velocity by 30% in weeks. Sometimes the biggest problems have the simplest solutions when we stop forcing others to communicate "our way.” And they’re mostly in that twilight zone between formal policies and daily workflows — exactly where organisational impact happens. So here’s a question for you: What’s one generational workplace habit you think needs to evolve? #entrepreneurship #culture #teambuilding