Remote Work Doesn’t Have To Be Hard According To This CEO

• Transitioning to remote work requires dedicated training programs for managers to shift from traditional oversight to output-based management while ensuring a supportive culture.
• Effective remote management hinges on focusing on results rather than physical presence, employing asynchronous communication, structured meetings, and fostering emotional connections.
• The future of remote work looks promising with AI enhancing asynchronous tasks and VR improving virtual interactions, making remote work increasingly accessible and engaging.

Remote work has become more than just an alternative to the traditional office setup — it’s now an integral part of the modern professional world. But what makes some remote companies excel while others falter?

Job van der Voort, CEO and co-founder of Remote, offers a compelling perspective on making remote work not only feasible but also highly effective. 

When I interviewed him, Van der Voort explained the common pitfalls and best practices, affirming that remote work doesn’t have to be hard. 

Effective Remote Management 

Van der Voort advocates for a transformation of management strategies to suit remote environments. The key is to focus on effectiveness and output rather than physical presence. 

“It starts by having a deep understanding of what you are actually doing as a manager and how you make sure people are successful,” he said.

Key strategies include: 

1. Asynchronous Communication: Avoid the constant need for real-time interactions. Documentation should be accessible, and information should be easy to find, reducing interruptions and promoting autonomy. 
2. Structured Meetings: Meetings, especially one-on-ones, should focus on personal growth and problem-solving rather than routine updates. This fosters a supportive environment where employees feel valued and understood. 
3. Building Connections: Establishing emotional connections in a remote setup is crucial. Van der Voort emphasizes the importance of creating a safe and inclusive environment. Remote’s approach includes setting clear communication policies and shared values, allowing for organic relationship building. 

Meetings, especially one-on-ones, should focus on personal growth and problem-solving rather than routine updates.

Training and Continuous Learning 

Some companies are retreating to traditional office setups, citing difficulties with remote work. Van der Voort believes this reluctance stems from a flawed approach to remote management. 

“Remote work isn’t working for them because they didn’t take the time” to figure out how to really work well remotely, he notes. 

Companies often try to replicate office-based strategies in a remote setting, which can lead to inefficiencies and employee dissatisfaction. For example, extensive virtual meetings, a common attempt to mimic office interaction, often result in frustration and decreased productivity. 

That’s why training managers to excel in a remote setting is another critical component. Many managers are accustomed to overseeing employees in person and may struggle with the transition. Remote provides continuous training programs to bridge this gap, emphasizing the need for managing by output and fostering a supportive culture. 

“A manager’s job is specifically to help you grow and help you succeed,” Van der Voort emphasizes. Regular one-on-one meetings and a community for managers to share experiences and learn from each other are integral parts of Remote’s strategy. 

Onboarding and Mentoring 

Onboarding and mentoring new employees in a remote environment can be challenging, but Van der Voort believes these processes can be effectively replicated online. Remote ensures that new hires have access to self-serve onboarding materials, comprehensive documentation and initial connections with team members. 

An onboarding buddy system helps new employees navigate the company culture and operational nuances with ease. 

For ongoing mentoring, managers play a pivotal role. They are encouraged to have frequent check-ins with their reports to ensure continuous growth and development. 

The Future of Remote Work 

Looking ahead, Van der Voort is optimistic about the future of remote work. He believes that the fundamental drivers — the need for great talent and the desire for flexibility among knowledge workers — will continue to propel the adoption of remote work. 

Advances in technology, including artificial intelligence and virtual reality, will further enhance the remote work experience. 

“I think those fundamental forces are not changing,” he states. AI will improve asynchronous work by making information retrieval and summarization easier. Additionally, VR technology will enhance the sense of presence, making virtual interactions more lifelike and engaging. 

Van der Voort envisions a future where remote work is the norm, supported by sophisticated tools that bridge the gap between physical and virtual offices. This shift will make remote work more accessible and appealing, benefiting both companies and employees. 

Conclusion 

Remote work, when approached with the right strategies, can be as effective and fulfilling as traditional office work. Van der Voort’s insights underscore the importance of adapting management practices, fostering a supportive culture, and leveraging technology to create a seamless remote work environment, and his message aligns with what I stress to my clients who I help navigate the frustrations of figuring out hybrid and remote work. 

As the world continues to transform, embracing these principles will enable businesses to thrive in a remote-first future.