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More people are working remotely these days, and there are many tools business owners can use to help their teams keep up with their workload, regardless of where they are located. But the secret to how well a remote or hybrid team works together isn’t the technology; it is trust.
According to a 2023 study by WFH Research, about 13% of full-time employees work from home 100% of the time, and 28% of this group of people split their time between home and office. This remote work trend is huge in the areas of technology, finance, and administrative offices.
There is still debate about whether everyone should return to the office, but most people agree that a mix of home and office work will likely become the norm. Why? Companies are seeing evidence that changing their policies to allow people to work remotely can increase productivity and profits while keeping employees happy and balanced. It’s a win-win situation!
Trust and not micromanagement is the key to success
Building trust is critical to peak performance, whether your company is fully remote, hybrid, or follows a different model. The research confirms this loud and clear.
Studies by Paul J. Zak, a Harvard-trained neuroeconomist, show that employees in high-trust workplaces are more productive, collaborative and loyal. You’ll also be happier and less stressed, leading to even better results. This “trust over surveillance” approach is being embraced by leaders like Dropbox CEO Drew Houston, whose company is thriving with a 90% remote workforce.
Novakid, a fully remote international company, has achieved success by implementing specific strategies that increase trust between managers and remote employees. The following tactics can be used by any business leader building a successful remote team.
Related: 5 Ways to Build Trust in a Remote Workplace
1. Building trust is the secret weapon
Studies show a clear connection between trust (think of it as social glue) and strong economies – and that goes for businesses too. But for trust to take root, leaders themselves must truly believe in it. You can’t build a trusting company culture (remote, hybrid, or in-office) if you’re constantly second-guessing your team.
The key is finding the right balance. Trust your employees to take responsibility and equip them with the tools they need to do their jobs well (think project management software and clear communication channels). But don’t be naive – some monitoring is essential to detect any performance issues.
Create a system in which everyone feels responsible. It should be easy to report unresponsive colleagues or missed deadlines. This can be done through employee productivity and workflow management tools. Most importantly, this can be achieved by fostering a culture where everyone feels comfortable raising concerns.
2. Trust and autonomy in hiring employees
Interviews are a way to find great people who fit your company culture, especially people who benefit from the freedom that comes with trust.
Sharpen your HR processes and interview skills. Learn to ask questions that tell the real story – can they overcome a challenge, how do they deal with mistakes, are they a team player? Pay attention to both their skills and their personality – pay attention to body language and see if their answers align with your values of trust and honesty.
Once you find the right solution, onboarding should go smoothly. Don’t overwhelm new employees on the first day – explain their role, set expectations, provide all the relevant materials they need for their job, and then back off. Trust them to stay informed. You will appreciate the freedom and responsibility and create the conditions for a trusting working style.
Related: 6 Ways to Encourage Autonomy in Your Employees
3. Keep everyone on the same page
Building a team that takes ownership is key, no matter your work style. Here’s how:
- Set clear expectations: Make sure everyone knows what is expected of them.
- Open communication: Keep the door open – your team needs to feel comfortable talking to you.
- Regular feedback: Conduct regular check-ins to identify any obstacles. Be honest and clear when something needs improvement.
It can be difficult to implement and manage accountability in fully remote teams. The key is finding the balance: give your team autonomy, but don’t be afraid to address performance issues. You don’t want to micromanage, but some control is necessary. The bottom line is that if someone is consistently performing poorly, it is important to take action, up to and including dismissal. This shows everyone that you take responsibility seriously.
4. Focus on results, not busy work
Forget micromanaging with time tracking devices or spy software. The best way to measure performance remotely is to set clear tasks, deadlines and expected results.
Remote teams already use project management and workflow tools. These can show you if someone is falling behind, but constant monitoring is not the solution.
Tracking software can sneak into employees’ personal lives, and that’s a big no-no. Trust your team to get the job done – let them figure out how to be most productive. Maybe that means working during peak hours or outside of normal work hours. Micromanaging with monitoring tools simply makes people unhappy and unproductive and fuels the trend of “quiet quitting,” according to a Deloitte report.