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Hybrid work remote work

The Remotely Possible™ Podcast: Insights from Sabeen Malik on Enabling Innovation on Distributed Teams

Many tools on the market can help remote and distributed teams channel their creativity. But instead of forcing teams to use a small set of company-sanctioned tools for the team’s unique problems, it’s helpful (and empowering) to give employees the freedom to use the tools and processes that work best for them.  

In the seventh episode of the “Remotely Possible” podcast, I spoke with Sabeen Malik, Vice President of Global Government Affairs and Public Policy at Rapid7, to discuss building trust and enabling innovation on distributed teams. Here’s an excerpt from our conversation, including the three elements of trust and how to strike the right balance of synchronous and asynchronous communication when problem-solving.

Introducing Sabeen and Her Remote Cybersecurity Team

Rapid7 is a cybersecurity provider with solutions spanning detection and response, vulnerability management, and application security. Sabeen is building her team and currently works with five people in the U.S. and U.K. She is used to working with remote-first teams, partly due to her previous role at Thumbtack.

“Thumbtack very much is built around this idea [of] remote first,” she said. “Even pre-pandemic, the idea was to think about this model and how are we going to think about remote-first work in an environment where so many more tools were available for folks to work not only across time zones, but across different operational capacities, and what does that look like to bring that all together.”

Why Trust is Essential for a Healthy Distributed Team Culture

Sabeen recognizes that many teams use video calls to tackle challenges. She encourages companies to establish clear rules and expectations about when cameras can be on or off as a way to help employees process information in their preferred mode.

“I personally don’t feel like I need to see everybody when I’m doing what I need to do, which a lot of times is discussing concepts and information and deliverables,“ she said. “At the same time, I have found there is a little bit of a difference between consistently building trust in teams and having video on and off and everyone understanding what the rules are as to why someone may turn their video off and what the norms are around that.”

Trust is vital for enabling an effective distributed team that achieves the innate advantages of remote work. Sabeen encourages leaders to consider what trust means to them and their organization.

“It’s important to think about ‘what is trust at the end of the day?’ and ‘what are we actually looking for?’,” she said. “Thinking about how do you continue to use the tools and yourself, in terms of your ideas, to build it.” 

Sabeen shared her own perspectives on the three critical elements of trust. “I think about three elements: competency, integrity, and goodwill. For a team that has a lot of external stakeholders, trust is built by meeting them where they build trust. Internally, it’s more about how do you share with your teams the ideas around each one of those as a norm-setting behavior.”

Over the course of our conversation, Sabeen rejected the notion that in-person teams are more collaborative or innovative because of serendipitous encounters.

“[The idea] that you’re just sitting randomly and someone comes into a booth or someone stops by your workstation, and you have this amazing idea… I think that’s a little bit lionized or this mental model that I’m not sure most folks are operating that way,” she explained. “I think it has to be a little more structured than assuming it’s going to happen just because you all happen to be in the same space, and it’ll randomly happen.” 

When facing a challenge, Sabeen says that leaders should assess if they are explaining the problem well enough or if people need a change in time and space to let creativity flow. Innovation often comes down to allowing people time to think through challenges and work with their preferred tools.

“One of the things I’m doing more is asking folks the best ways that they think about creative ideas and how do they capture those,” she said. “If you’re at the early stages of a problem or a strategy, I tend to find that synchronous work tends to work better. What you’re truly trying to do is collect ideas and then shape ideas so everyone understands the end goal of executing on something. And then in terms of how and why and what the things are that are related to the execution, asynchronous tends to work a lot better.”

For more of Sabeen’s insights into building trust on remote teams, including a more detailed explanation of the three elements of trust and the tools her team uses, listen to the Remotely Possible Podcast, Episode 7. Interested in sharing your distributed work experience with our listeners? Apply to be my guest for a future episode.

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Future of work Hybrid work

The Remotely Possible™ Podcast: Insights from Aaron Mackey on Powering Remote Connection

Although business leaders may view remote or hybrid workplace tools as an added expense, the reality is that many teams already worked across locations well before the pandemic—and distributed arrangements have allowed companies to make full use of their technology investments. 

In the sixth episode of the “Remotely Possible” podcast, I spoke with Aaron Mackey, VP and Head of Artificial Intelligence and Machine Learning at Sonata Therapeutics, to discuss how hybrid collaboration tools enable his data-driven startup to thrive. Here’s an excerpt from our conversation, including how to balance the need for in-person collaboration with remote flexibility.

Introducing Aaron and His Hybrid Startup Team

Sonata Therapeutics is an early-stage startup with approximately 60 employees. Most of its scientific staff work from its laboratory office space in Watertown, MA, and Aaron’s data team consists of 8 people (and growing!).  

Implementing a hybrid model was an easy transition for Aaron’s team, enabling them to focus on in-person connection when they go into the office.

“Because so much of our work is cloud-based now, that former necessity of being on-prem so you could go over and push the power button on the server to reboot the darn thing; those days are over. And it’s really freed us,” Aaron said. “You can be on-prem because you have a sort of human-human interface relationship to manage. But if it’s spent managing code and data and infrastructure, well, that’s all off in the cloud anyway. So you can really do that from just about anywhere.” 

Hybrid Models Maximize The Value of Workplace Tech Investments

Aaron reflects that his team has always been distributed, even before the pandemic, given that teams and clients across locations would collaborate regularly. 

“It wasn’t distributed in the sense that people were working from home; it was working for different corporations that had offices in Boston and Princeton and San Diego,” he said. “Everyone was in an office, but we were still having meetings that involved remote connectivity. There was still collaboration that required conference calls and shared resources.”

Because companies already invested in video conferencing tools and remote collaboration solutions, Aaron feels the pandemic helped them gain the most value from those investments. 

“The transition in COVID was not very hard for us, and it [allowed us to] make use of a lot of the investments that companies have made in that teleconferencing equipment and to continue to have those investments pay off in terms of employee productivity and well-being and overall job satisfaction,” Aaron said. 

Having the right tools alone isn’t enough, however. Establish clear communication guidelines and explain to hybrid workers how to use each tool effectively. The process requires flexibility based on individual preferences to ensure everyone feels supported in this hybrid work arrangement. 

“Whether it’s email or a chat, everyone has their preferred modes and their boundaries of how important or relevant it is,” Aaron explained. “Every team and every organization has to navigate to what extent does chat become almost a distraction versus email becomes the sort of wasteland.” 

Managers should allow team members to engage and interact in spontaneous ways and discuss matters that aren’t work-related.

“When you’re remote, and you don’t have the spontaneous face time that happens—the watercooler/coffee-cart interactions—you have to more actively manage those face-to-face relationships,” Aaron said. “Sometimes they’re going to be scheduled. Sometimes they’re the weekly team meeting or the daily stand-up. But you also have to carve out room and intention to have more spontaneous chats.” 

Aaron shares three things that hybrid teams need to thrive:

“You need tools, you need people who know how to use the tools, and then you need a process that people understand how to follow and that the tool actually supports.”

For more of Aaron’s insights into leading an effective hybrid team culture and his tips for interviewing candidates for hybrid or remote positions, listen to the Remotely Possible Podcast, episode 6. Interested in sharing your distributed work experience with our listeners? Apply to be my guest for a future episode.

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Future of work remote work

The Remotely Possible Podcast: Insights from Aaron Mackey on Powering Remote Connection

Although business leaders may view remote or hybrid workplace tools as an added expense, the reality is that many teams already worked across locations well before the pandemic—and distributed arrangements have allowed companies to make full use of their technology investments. 

In the sixth episode of the “Remotely Possible” podcast, I spoke with Aaron Mackey, VP and Head of Artificial Intelligence and Machine Learning at Sonata Therapeutics, to discuss how hybrid collaboration tools enable his data-driven startup to thrive. Here’s an excerpt from our conversation, including how to balance the need for in-person collaboration with remote flexibility.

Introducing Aaron and His Hybrid Startup Team

Sonata Therapeutics is an early-stage startup with approximately 60 employees. Most of its scientific staff work from its laboratory office space in Watertown, MA, and Aaron’s data team consists of 8 people (and growing!).  

Implementing a hybrid model was an easy transition for Aaron’s team, enabling them to focus on in-person connection when they go into the office.

“Because so much of our work is cloud-based now, that former necessity of being on-prem so you could go over and push the power button on the server to reboot the darn thing; those days are over. And it’s really freed us,” Aaron said. “You can be on-prem because you have a sort of human-human interface relationship to manage. But if it’s spent managing code and data and infrastructure, well, that’s all off in the cloud anyway. So you can really do that from just about anywhere.” 

Hybrid Models Maximize The Value of Workplace Tech Investments

Aaron reflects that his team has always been distributed, even before the pandemic, given that teams and clients across locations would collaborate regularly. 

“It wasn’t distributed in the sense that people were working from home; it was working for different corporations that had offices in Boston and Princeton and San Diego,” he said. “Everyone was in an office, but we were still having meetings that involved remote connectivity. There was still collaboration that required conference calls and shared resources.”

Because companies already invested in video conferencing tools and remote collaboration solutions, Aaron feels the pandemic helped them gain the most value from those investments. 

“The transition in COVID was not very hard for us, and it [allowed us to] make use of a lot of the investments that companies have made in that teleconferencing equipment and to continue to have those investments pay off in terms of employee productivity and well-being and overall job satisfaction,” Aaron said. 

Having the right tools alone isn’t enough, however. Establish clear communication guidelines and explain to hybrid workers how to use each tool effectively. The process requires flexibility based on individual preferences to ensure everyone feels supported in this hybrid work arrangement. 

“Whether it’s email or a chat, everyone has their preferred modes and their boundaries of how important or relevant it is,” Aaron explained. “Every team and every organization has to navigate to what extent does chat become almost a distraction versus email becomes the sort of wasteland.” 

Managers should allow team members to engage and interact in spontaneous ways and discuss matters that aren’t work-related.

“When you’re remote, and you don’t have the spontaneous face time that happens—the watercooler/coffee-cart interactions—you have to more actively manage those face-to-face relationships,” Aaron said. “Sometimes they’re going to be scheduled. Sometimes they’re the weekly team meeting or the daily stand-up. But you also have to carve out room and intention to have more spontaneous chats.” 

Aaron shares three things that hybrid teams need to thrive:

“You need tools, you need people who know how to use the tools, and then you need a process that people understand how to follow and that the tool actually supports.”
For more of Aaron’s insights into leading an effective hybrid team culture and his tips for interviewing candidates for hybrid or remote positions, listen to the Remotely Possible Podcast, episode 6. Interested in sharing your distributed work experience with our listeners? Apply to be my guest for a future episode.

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Future of work Hybrid work online meetings remote work

Distributed Work Isn’t Anything New, But Its Tools Have Evolved Significantly

This article originally appeared on Fast Company.

Distributed work arrangements are far from new territory; large companies have enabled their teams to work across offices or service clients around the globe for decades. 

The difference now is that companies of all sizes can unlock the benefits of a remote or hybrid workforce. And we have more proof than ever that distributed teams can be just as productive as (and even happier than) office-bound workers—if given the support they need

Workplace tools are a vital component of enabling effective hybrid or remote work. Our tools have evolved significantly over the past decades, and we’ve only begun to scratch the surface of how they will advance further to address our modern workforce needs. 

Let’s look back at where we’ve come from with workplace tech and examine what’s needed to enable our hybrid or remote teams to thrive in the future.

A Brief History of Workplace Technologies

Sparing an exhaustive review of how workplace technology has changed over time, a few landmark technological breakthroughs have helped us get where we are today. 

It may come as a surprise, but the foundations of remote workplace tools were laid decades ago (primarily in the 1970s and 1980s). In my early career as a trader at the American Stock Exchange and later as President and CFO of Shutterstock, all we needed was a phone, computer, and email to collaborate across the country. 

The following innovations in particular have been monumental in enabling us to conduct work from anywhere:

  • Telephone: Telephone systems have existed for more than a century. They became common for business use in the 1920s and got a significant lift in the 1970s with features like voicemail and call forwarding.
  • Email: The first email was sent in 1971, and in the 1980s, IBM integrated email into its office automation suite, PROFs. 
  • Home and personal computers: Personal computers became available in 1977 and quickly spread as they got smaller (the first laptop came out in 1981) and more affordable. That award-winning Apple 1984 commercial helped, too.
  • Fax machines: In the 1980s, the fax machine enabled us to send documents without relying on the postal service. Eventually, email would allow attachments, limiting the need for fax machines.
  • In-app messaging: Chat rooms existed as far back as the 1980s. AOL Instant Messenger became popular for business and personal use in 1997 (and lasted until December 2017). Now, messaging features are commonplace in our collaboration tools.
  • BlackBerry: The BlackBerry launched in 1997 and was one of the first personal devices that combined phone, email, and web access capabilities. Smartphones are now ubiquitous (and most knowledge work can even be completed with a smartphone).
  • Workplace technology suites: Microsoft Office 97 was an early workplace technology suite that introduced Word, Excel, and PowerPoint. Today’s businesses frequently purchase technology packages or suites that give them everything they need (usually at a discounted price for their loyalty).
  • Video conferencing: People recognize Skype for revolutionizing video conferencing and making international communication seamless with its launch in 2003. Today, there are dozens of video conferencing tools available.

Each of the above tools still exists today, albeit with significantly different looks and expanded capabilities. And each of them has been critical in allowing teams to collaborate worldwide.

As we look forward to the future of work, we can expect these tools to come together in even more impressive ways to drive fully integrated and intuitive workplace experiences.

The Next Technological Revolution: Digital Workplaces

Virtual workspaces and enterprise collaboration tools are essential for the next phase of workplace transformation. In a hybrid and remote world, the virtual experience should be a priority, and digital or virtual workspaces can serve as a supercharged version of our physical offices. These should combine our tried-and-true technologies to connect employees with everything they need, from crucial files and information to avenues for collaboration and tools that enable their day-to-day work.

Forrester asserts that personalization is a digital workplace requirement, meaning that employees should have individualized workspaces with customizable interfaces that deliver content, apps, and notifications in targeted ways. Company leaders should actively listen to their employees and explore innovative solutions to improve their digital experience and help them engage with colleagues around the world.

IMPROVING YOUR TEAM’S DIGITAL EXPERIENCE

As a fully remote company, we’ve understood the importance of creating a positive digital employee experience from the start. We give each of our employees the ability to personalize and optimize their digital workspace, starting with:

  • The choice of a PC or Mac computer, a second monitor if they want one, and any peripherals that will improve their daily work experience
  • Excellent whiteboard software we’ve developed where colleagues can collaborate with each other over time, asynchronously, or in real-time
  • A meeting culture that encourages live voice and screen sharing, saving being on camera for when it makes the most impact instead of an every-meeting expectation
  • Regular requests for feedback (direct and anonymous) with an expectation people share what is and isn’t working for them

If you are looking for some easy wins to improve your employee digital experience, I suggest you start with a stipend for upgrading employees’ home offices, including updating equipment and furnishings. 

Of course, workplace tools can only get you so far. Teams should also develop a digital skills roadmap that guides their technology strategy and helps employees stay resilient as tech stacks change. Investing in team offsites that allow distributed team members to get to know each other can also go a long way to improve hybrid workplace environments.

By combining modern workplace tools with human-focused policies that help employees overcome the natural hurdles of distributed work, companies can reach heights they never could have imagined. 

Explore how you can evolve your digital office experience

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Hybrid work remote work

The Remotely Possible Podcast: Insights from Zach Rattner on Empowering Global Remote Teams

There are undeniable advantages of working with a global team that can keep your company running at all hours. But juggling time zones can quickly become a headache—or a significant source of burnout—without a flexible plan.

In the fourth episode of the “Remotely Possible” podcast, I spoke with Zach Rattner, Co-Founder & Chief Technology Officer at Yembo, to discuss how his global team keeps projects moving seamlessly without forcing a structure that frustrates them. Here’s an excerpt from our conversation, including how he builds connections with his remote team and the importance of asking for feedback.  

Introducing Zach and His Fully Remote Team

Yembo is a computer vision company providing estimation services for home services brands (primarily moving and property insurance companies). Its team of approximately 70 people is fully remote, spanning India, the Philippines, Ukraine, and the U.S. 

“If we’re starting a new product, it’s always an inconvenient time for somebody. We’ve had to put together processes and workflows so that people are able to be productive and make meaningful progress when it’s not business hours somewhere else,” Zach said. “I feel like the benefits way outweigh the cons and that you can make 24-hour progress without burning anybody out because everyone’s working an eight-hour day.”

Zach and his team have developed a strategy that empowers each department to decide how they work, focusing on flexibility.

“You should strive for harmony, not homogeneity. Things don’t have to be identical across different teams, but everyone needs to get along,” he said. “One-size-fits-all solutions compromise something in a way that leave things to be desired. Letting each department head figure out what their team needs to do has been a bit more impactful for us. [We’re] able to be flexible and nimble and adapting to the needs of folks on the team, as opposed to trying to impose a top-down organizational structure that makes nobody happy at the end of the day.” 

How To Build Connections And Stay Efficient When Working Remotely

Savvy remote work leaders understand that teams must come together occasionally for some work or at least to get to know each other. And there needs to be a budget for this.

“Shared experiences are what drive a team to gel. If you are remote and not careful about this, you don’t have shared experiences; everybody is a Slack interruption in your day, a little red blip that can show up in the corner,” Zach said. “We aim to go out of our way to make opportunities so that people can get to know each other, get to know each other’s strengths.”

Yembo hosts an annual company retreat, YemboCon, and quarterly executive offsites. If teams are facing a particular problem that’s easier to solve in-person, there is a process to request an offsite. The key, however, is that Zach prioritizes free time during all company offsites.

“The unstructured time is actually super productive,” he said. “You have a unique opportunity when you’re a remote company and you bring everyone together, so I’ve been focusing less on trying to pack the schedule with all these productive outcomes—work meetings and things like that. Leaving enough room in the schedule so people don’t feel overwhelmed. And not just making that OK, but encouraged.”

During day-to-day operations, Zach’s leadership team prioritizes clear communication across teams, ensuring everyone understands what they need to do when they first sign on for the day. Part of this involves using the right tools to assign work and communicate updates, and Zach shares his tech stack in the recording. 

“If someone’s on vacation, they shouldn’t have to go read 100 messages and scroll back to figure out what went on,” he said. “The end result should be somewhere that they can pick it up.” 

At the end of project planning meetings, to foster an environment of continuous improvement, Zach surveys his team to understand if they gained value from the meeting, asking:

  • Did you get what you needed out of it? 
  • Was it helpful? 
  • What would we have done better?

For more of Zach’s insights into running an effective remote team, listen to the Remotely Possible Podcast, episode 4. You can also read his book Grow Up Fast: Lessons From An AI Startup to learn more about the challenges his team has overcome.


Interested in sharing your distributed work experience with our listeners? Apply to be my guest for a future episode.

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Future of work remote work

The Remotely Possible Podcast: Insights from Adam Dole on Thriving As A Distributed Team

When your company has an inspiring mission, it’s understandable that applicants will flock to you—and you don’t want to turn away the best talent because of geography. 

In the third episode of the “Remotely Possible” podcast, I spoke with a fellow Adam, Adam Dole, Co-Founder & Chief Operating Officer at Bento, to discuss how he built a rock-solid culture with his global, distributed team. Here’s an excerpt from our conversation, including the advantages of a remote work model and why it’s essential to prioritize human connection, regardless of the remote work tools you use.  

Introducing Adam and His Approach To Remote Work

Adam has aimed to improve the healthcare system throughout his career, building products, services, and businesses that help people live higher-quality lives. After serving in roles at NASA, Method, Inc., and Not Impossible Labs (among several other companies), Adam founded Bento to eliminate hunger and food insecurity in the United States. 

“We started Bento at the beginning of the pandemic when remote was the default,” Adam said. “We didn’t intentionally want to start a team that was going to be remote/distributed, but it was just what had to happen at that time. Fast forward three years, and we’ve got 25 people not only spread across the United States but internationally as well. It’s been a wild ride personally for me to see how good it can be to have a remote distributed team, especially in the ecosystem that we’re operating in now.” 

Adam recognizes that a distributed model has empowered his team to fulfill their mission in ways that in-person work couldn’t. 

“The advantages are numerous across the board,” he said. “First, just being able to attract talent from any location and not being limited to a certain region—or have to have those conversations with a really talented candidate about what it would require to move them… It’s been a crazy, positive competitive advantage for us, just in terms of our effectiveness to work in a distributed way, for a variety of different reasons.”

The Importance of Prioritizing Human Connection On A Remote Team

Building a strong work culture, regardless of your working arrangement, takes a conscious effort. Remote work has forced Adam’s team to be intentional about how they operate in ways that in-person teams can often neglect.

“There can be this expectation that because people are coming to the office, it’s easier to build culture, it’s easier to get on the same page,” Adam said. “But the reality is, it still requires a lot of intention, and a lot of thought and choosing how to do that. And I think it doesn’t always get prioritized when people just make the assumption that because everybody’s coming to the same office, that’s going to happen. Not being in the same space has really forced us to prioritize that as a company… how we’re going to build culture, how we’re going to make sure we’re all on the same page, how we’re going to interact with each other as humans in ways that might not be as obvious when you’re not with each other in the same room.” 

Adam’s team uses a mix of video conferencing and project management tools to complete their work, including a different tool for happy hours than their usual virtual meeting platform. But the tools don’t matter as much as how you frame them, he says. 

“The tools are necessary but not sufficient,” he said. “What has allowed us to get the most out of these tools—but also perform as a company and to be a company that people want to be at, that people get excited to show up to every day—is because the intention of getting to know each other as humans first, and not relying on the tool to do that for us.” 

How does he accomplish this human connection in a remote culture? For starters:

  • Not every meeting is purely transactional. Adam’s team talks about things going on in their personal lives, and they prioritize this opportunity to do so.  
  • They set clear guidelines around how to use each digital communication tool in a healthy and fulfilling way. The goal is that everyone knows each other well enough that they can interpret their tone through messages.
  • At strategic times during the year, his company comes together in person—just like we do at Frameabe at least once a year. It’s an investment that is well worth it. 

For more of Adam’s insights into building a thriving and human-focused culture as a remote team, listen to the Remotely Possible Podcast, episode 3. Interested in sharing your distributed work experience with our listeners? Apply to be my guest for a future episode.

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Future of work Hybrid work remote work

Why a Virtual Workspace is Essential for Productivity, Whether You Work in the Office or Not

This article originally appeared on Fast Company.

We’re no longer debating whether hybrid work is the future of work. The question now is if leaders should prioritize the in-person experience or the virtual experience to optimize their distributed workplace strategy.

It’s understandable why many executives want to focus on their company’s in-person experience. Shared office spaces carry a perceived sense of normalcy that many have missed, and it is seemingly easier to brush the dust off our old playbooks for designing in-person workplace cultures than it is to tackle the challenges of distributed workspaces. But to achieve the full benefits of hybrid and distributed workforces, and enable all employees to be productive and fulfilled, the virtual experience must be the priority—even if your company primarily engages in person. 

The Enterprise has Been Distributed for Decades

With all the talk about hybrid work and remote work, many people have lost sight of the fact that traditional office environments were often also distributed. We just weren’t as aware of the ways in which the friction between people who sat together and those who worked in distant offices detracted from their experience. 

It has always been rare for an entire company to work from a single building in one location. Large companies had offices globally, or a few regional offices around the country. Over time, team skills and information inevitably became siloed. In the worst cases, company tools and resources were restricted to the corporate headquarters, leaving everyone else—including freelancers and consultants—to fend for themselves. Not a great recipe for a productive and engaged workforce. 

A shared virtual workspace can remove these barriers and empower everyone with the same tools and resources. Now that the future of work is here, we have the opportunity and means to fulfill this potential. 

How a Virtual Workspace Empowers Teams

A dedicated online workspace allows everyone to work together more effectively, regardless of where they are located. To get work done, employees can access the same information, resources, and people through a purpose-built virtual workspace instead of needing to work from a specific office location.  

There are several reasons why it’s smart to align your company around a virtual workspace: 

1. Workplace Inclusivity

More voices can be heard, and people can more easily engage when online collaboration is the standard for your company. Asynchronous communication channels and modern video conferencing solutions give people opportunities to connect and share their feedback. Contrast that with sitting in a conference room, where they may be spoken over or ignored, or putting colleagues in distant offices on speakerphone. Furthermore, people can more easily balance their work and personal priorities when they can access a reliable virtual workplace from anywhere.

2. Analytics

Unlike in in-person environments, everything you do in a virtual setting can be utilized and shared to improve your company culture. For example, you can use a virtual meeting tool that analyzes how much each attendee talks. This data can help you notice if specific people dominate meetings or talk over their peers. 

3. Knowledge Retention

The most effective teams rely on shared templates and central resource hubs that streamline their work. Building your virtual workspace to have rich information libraries means employees have a go-to place to overcome their challenges—instead of asking around the organization and across offices to get the information they need. The key is to train them to navigate your virtual workspace and access these resources effectively.

4. AI Capabilities

When everyone operates from a digital-first mindset, you’ll get the most value from your software—especially AI-powered tools. When you have a bot attend your meeting to take notes, for example, it can automatically transcribe your conversation and analyze that meeting content to generate to-do lists for your team. 

Futureproof Your Organization With the Right Virtual Tooling

Providing an optimal in-person working environment requires your team to first focus on the remote experience. By using the right tools—and training your team to use them effectively to boost productivity and increase knowledge sharing—your team will be more productive and connected with your culture regardless of how they choose to work.

Keep your organization future-proof with top-of-the-line collaboration tools

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Future of work

Why Distributed Work Is The Future—And How to Run An Effective Hybrid Team

The future of work is remote and hybrid, and companies that force employees back to the office will quickly realize the disadvantages of fully office-based work.

It’s understandable why many leaders cling to in-office work. It’s what many of us are used to, and, admittedly, some work is performed better in person. But employees expect and deserve the flexibility of distributed work—and your company can achieve greater success by enabling it.

To help company leaders understand how to build an effective distributed team and explore why I built Frameable as a fully remote company, I joined Lisette Sutherland on The Collaboration Superpowers Podcast. Below, I share a few highlights from our conversation and tips for empowering remote teams. 

Why did you decide to make Frameable a fully remote company?

If you want to attract and retain the best talent, you can’t require employees to come to your physical office. 

We’re not back to 2019 in terms of the way we work and what employees expect about their relationship with their employer. Employees need a balanced life. For us, it’s not worth the trade-offs of having a physical office and insisting that we only hire people who are nearby and willing to commute. We’d prefer to benefit from investing in a remote team where people can thrive from anywhere.

What are some of the challenges your team has faced working remotely?

There are some challenges of entirely remote work, but they all have antidotes and best practices to mitigate the effects. 

The primary challenge of remote work is that, no matter how good your toolbox is, you still benefit from spending time in person together (even if you’re not working when you do it). Humans are social, and we need that person-to-person connection. Offsites are one of the things we do to fulfill this need. We hold an all-company offsite twice a year, and as we grow, we may support different teams having offsites across the country or around the world. 

We see many other companies try to get together at least once a year, too. And not just for gathering in a conference room with a novel view. Planning opportunities for team members to engage in social avenues above and beyond sitting in a room together working all day is essential. Host a cooking class. Go on a hike. Take a ropes course. Anything to help people understand each other outside of work will help them work together more effectively. 

For more advice, I recommend reading my Fast Company article about how to build a great company culture in a fully remote company

Are ‘return to office’ mandates misguided? 

There are many explorations of why companies are mandating employees to return to the office, and some are pretty cynical. In some cases, the boss thinks it’s not a big deal to ask people to commute (possibly because their commute is the shortest), or they simply don’t want to work from home anymore. 

From what I’ve seen with most managers, however, they are just used to working in an office. And it’s true there are elements of in-person work that are hard to replicate with the current out-of-the-box toolset that workplace tool providers offer. 

If companies aren’t intentional about adapting their toolkit—not only using the tools but misusing them deliberately to achieve certain things they weren’t designed for—then it’s easy for teams to just sit at home and rely on their calendar to guide their work. And it’s harder to achieve that same level of collaboration and creativity at home if everyone’s just working through their calendar. 

How can leaders create a better team culture remotely?

Enabling a remote culture is a win-win for the employee and the company. 

Research from Nick Bloom at Stanford found that people save 72 minutes commuting each day when working from home. And 40% of those time savings are spent working extra on primary or secondary jobs. The rest of the time goes toward leisure activities—which are essential for preserving one’s well-being—or caregiving activities. When companies give employees the freedom to work from home, workers are willing to split the time they save commuting between themselves and their employer. 

When people are rested, relaxed, and able to invest in their health, family, and well-being, they do better work. And they don’t mind working a little more if they love their job and feel a healthy balance. 

What is a virtual office manager, and how does the role benefit remote or hybrid teams? 

A virtual office manager is vital for companies trying to get comfortable with and effectively transition to hybrid work or a fully distributed team. You can have a sole virtual office manager or distribute the responsibilities across many people. And this doesn’t have to be a full-time position; 10-20 hours a week can suffice for many teams.

A virtual office manager ensures that everyone is engaged and can work effectively with their personal office setup. They help team members overcome challenges and continually assess and optimize the virtual or hybrid workspace so everyone can thrive. Think of it like a traditional in-person office manager but for distributed, remote, and hybrid teams. 

My team created this virtual office manager’s handbook to fully explain how this valuable role can maximize remote employee engagement. 

Why is Frameable focused on Microsoft Teams?

Frameable’s solutions have evolved quite a bit over the years. We created a virtual office that was truly delightful, and then our customers and potential customers expressed that they wanted it to integrate with the solutions they were currently using.

After assessing the core infrastructure providers currently available to power hybrid work—video conference solutions, collaboration solutions, scheduling solutions—we realized that Microsoft would be a valuable place to start!

What does Frameable offer? How does it improve Microsoft Teams?

We offer a family of complementary, interoperable—but distinct—upgrades available through the Microsoft App Store. We designed these solutions to improve the out-of-the-box experience companies and users get from Microsoft Teams. 

For example, During Microsoft Teams video calls, only one person can share their screen at a time. We’ve observed, however, that many collaborative working sessions work better if people can work fluidly—receiving, producing, and note-taking. Our app MultiShare allows multiple people to share their screens simultaneously in a Microsoft Teams call. This helps meetings move smoothly without team members interrupting each other to ask for permission or give a courtesy heads-up that they would like to share their screen.

We offer a diverse set of products that sit on top of Microsoft Teams, and MultiShare is just one example.

Tools That Power Effective Remote Teams

The above topics are just a few areas that Lisette and I discussed. To learn more about what tools my team uses to power our distributed workforce and how we assess which tools we will use next, listen to the full episode here

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Future of work Hybrid work remote work

The Remotely Possible Podcast: Insights from Amy McGeachy on HR Considerations For The Future of Work

As companies continue to realize the advantages of hybrid and remote work, it’s critical to not lose sight of the importance of prioritizing human connection and cultivating deep empathy for each employee’s unique circumstances.

In the fifth episode of the “Remotely Possible” podcast, I spoke with Amy McGeachy, Founder of McGeachy Consulting, to discuss her clients’ solutions for overcoming the inevitable challenges of transitioning to remote and hybrid setups. Here’s an excerpt from our conversation, including why empathetic managers will lead us into the future.

Introducing Amy and Her HR Consulting Business 

Amy is an HR consultant for mid-size businesses across various industries, primarily in Oregon and Washington. She also leads an eight-week virtual training series for companies across the country. For more than 13 years, she has helped brands build and evolve their HR strategy. 

“Having employees in different states, or even globally, adds a lot of HR complexity, which I think that employees and most people don’t really think about,” Amy said. “There are a lot of employment laws in different states that are varying and competing, there are a lot of tax laws that are varying and competing. There’s a lot to think about before just hiring somebody in Colorado or California. It has to be a strategic decision.” 

Establish Behavioral Norms for a Healthy Hybrid Culture

Amy shares that it can be challenging to balance the needs of in-person and remote workers, especially during team meetings.

“Probably one of the hardest situations is facilitating a meeting in person and having people calling in remotely and trying to keep that meeting on pace,” she said. “I tend to notice that one group tends to dominate the conversation more than the other.” 

While workplace technologies can help keep meetings productive, reinforcing behavioral norms within your company is vital to overcoming this challenge.

“Policies might exist, but the actual behavioral norms of how we show up in a hybrid environment haven’t completely been established,” she said. “In a year to two years, that’s going to be much more well-defined of how you show up to a hybrid meeting or facilitate a hybrid meeting.” 

For entirely remote companies, Amy advises that it’s essential to budget for in-person meetings at least once a year.

“The opportunity to bring people back together—at times—is a great one,” Amy said. “I have clients that will not be back together in the same way. And what that looks like for them is more emphasis on quarterly meetings [with] everyone coming together in a location. Or maybe it’s every six months. It’s really powerful to build some connective tissue and team build in person.” 

Successful teams will continue to empower employees by providing tailored resources they need to be productive and efficient.

“We have pushed through and broken down barriers we never thought could happen. The most common thing I am experiencing with clients is the need to work through the accommodations process with disabilities,” she said. “Employees need to speak up about what their needs are. And managers are getting much better at having those dialogues with their team members—it’s called the interactive process—and working with HR leaders to support their employees.” 

One of Amy’s clients led a book study group with its managers to help them refine their skills for the new realities of work. She recommends starting with Dare to Lead by Brené Brown if you want to do something similar.

“That book taps into the empathetic manager so much more than our very old picture of a manager,” Amy said. “Working with and understanding people for who they are and being empathetic to their situation and being willing to be vulnerable and unravel a situation—versus just pave over it and move on—those are the managers that are going to lead us into the future.” 
For more of Amy’s insights into HR and culture considerations for hybrid work, listen to the Remotely Possible Podcast, episode 5. Interested in sharing your distributed work experience with our listeners? Apply to be my guest for a future episode.

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Future of work

The Remotely Possible Podcast: Insights from Rebecca Liu on Adopting a Hybrid Work Approach

You don’t typically think of financial services firms as early adopters of flexible work—given that some of the industry’s CEOs have been outspoken advocates for the return to the office. But, there are many successful global firms that have embraced a hybrid work approach since before the pandemic. In the second episode of the “Remotely Possible” podcast, I talked with Rebecca Liu, Vice President of Global Strategy and Innovation – Travel & Lifestyle Services at American Express. Here’s an excerpt from our conversation about her approach to distributed collaboration and how her team has adapted to hybrid work.

Introducing Rebecca and Her Team’s Hybrid Work Model

Over ten years and several roles at American Express, Rebecca experienced a range of different team dynamics and work styles. Today, as the leader of a 150-person team with members in New York City, Phoenix, Arizona, and the UK, she serves a global constituency across 22 offices worldwide. 

“We try to have an in-office culture where a lot of meetings happen in conference rooms,” she said, noting that VPs and above now work three days per week in the office. “But, because of that global nature of our work, and because so many colleagues are now virtually working…we absolutely need to have every physical meeting be outfitted with the ability to reach out and to connect and to speak to our virtual colleagues.”

“Even if it’s an in-person meeting for [the] majority of the colleagues, we will still make sure that the virtual presence is felt,” she said. “We make sure that there is not just audio-only—that there’s a visual component to their contribution. There’s been a lot of conversations had about the best way to juggle both an in-person experience as well as a globally connected virtual working experience.”

The Importance of the Right Technology to Enable Hybrid Collaboration

Rebecca’s entire organization uses the Microsoft Office Suite and tools that integrate with it, such as WebEx, plus Slack for asynchronous messaging. While this reduces communication friction across time zones, it still has opportunities for improvement.

‘”A positive is that there’s such unity and consistency and uniformity and adoption that everyone naturally, it’s almost like muscle memory and second nature,” she said. She noted it makes it easy to know how to reach each other, no matter what office they are in or their work schedule. But once external parties join the meeting mix, there can be some challenges.

“As soon as you go outside the walls of your own company, you don’t know what other people are using,” she said. “The mismatch of what systematic tools other people use can sometimes create little hiccups in the big meetings.”
For more of Rebecca’s’ insights into leading a hybrid team and fostering global collaboration, listen to the Remotely Possible podcast, episode 2. Interested in sharing your distributed work experience with our listeners? Apply to be my guest for a future episode.

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