Developers, engineers, and technical staff are often deep in execution mode, but they may also have invaluable insights into how to improve systems, streamline processes, and even shape product strategy. However, in remote settings, it’s easy for creative thinking to be confined to ticket queues and sprint planning, and extracting ideas from the team can become somewhat challenging.
Typical informal idea-sharing scenarios in an office setting, like hallway conversations or lunchtime chats, are absent in remote work settings. However, remote work does not hinder ideas; instead, it can actually enable them. The key is to create an environment that encourages ideas (and follows through on them), while using the right methods to bring those ideas to light.
Here are six strategies to engage your remote tech team in discussions that lead to innovation.
Make room for creative thinking
To get ideas flowing, set clear that idea generation is part of the job — not an extra. Then, deliberately carve out space for thinking beyond the backlog.
Google’s “20% time” policy can be a great source of inspiration. Googlers are encouraged to dedicate up to 20% of their work time to projects — outside of their core responsibilities — that they think will benefit Google the most. This initiative has yielded successful products like AdSense and Google News, while projects that didn’t succeed have provided valuable learning opportunities — reinforcing a culture of experimentation and continuous improvement.
Importantly, great product and process ideas often come from seeing the bigger picture. Ensure that engineers are not merely given specifications without context. When engineers understand the “why” behind a problem, they’re more likely to propose smart, scalable solutions.
Use developer-friendly brainstorming formats
Traditional brainstorming often relies on high-energy, synchronous group discussions, but this format may favor the louder team members. It doesn’t always suit engineers, many of whom prefer thoughtful, asynchronous communication, or more structured collaboration.
Fortunately, since you are working remotely, you can take advantage of asynchronous communication tools. Leverage Slack, GitHub Discussions, or your preferred tool to prompt engineers with a question (e.g., “What internal tools are slowing you down?”). Let them respond over time, with space to reflect, research, or build on others’ contributions.
Another possibility is to ask team members to submit their ideas in writing before the meeting — via Slack, Google Docs, or a shared whiteboard tool such as Miro. This approach also helps level the playing field for introverts or non-native speakers. Then, review the submissions together live or asynchronously, grouping and building on them as a team.
If you choose to have a synchronous, online brainstorming session, you can refer to GitLab’s Guide to All Remote, which includes a section about how to run a virtual whiteboard session:
Once you’ve decided which tool is best for you, here are a few tips for running a successful whiteboard session:
- Define goals for the session
- Set a defined amount of time for the session in general and each activity specifically
- Start with a clean slate
- Explain how the system works and how each member is expected to participate and contribute
- Assign someone to keep the whiteboard organized
- Assign deliverables and tasks
Make room for informal communication
Moments of informal communication build the trust needed for collaborative innovation. By getting to know each other and bonding, team members can become more comfortable collaborating, and a sense of camaraderie encourages team members to share their ideas freely.
GitLab’s Guide to All Remote puts it succinctly: “Informal communication builds an informal substructure of trust. This trust helps people accept decisions. That acceptance makes successful execution of decision more likely.” From virtual coffee chats to gaming and talent shows, their page on informal communication shares valuable information on how to foster connection between team members. It’s important not to force things, though. Observe which formats work for your team and which don’t, and make adjustments accordingly.
GitHub, in turn, offers various communities designed to foster belonging, such as Neurocats for Neurodiverse employees and Parentocats for parents. These groups, which are open across time zones, typically provide resources and activities that help build connections and a sense of belonging. As a consequence, team members may feel more confident sharing their ideas in their projects.
In short, foster informal communication to unleash open idea-sharing in your distributed team.
Organize in-person meet-ups
Having a chance to meet face to face once in a while can be a catalyst for creativity and innovation. In-person meet-ups can take various forms and be timed to suit different goals — whether it’s celebrating a major milestone, tackling a challenging strategic decision, onboarding new hires, or simply energizing team members during a sluggish period.
In a previous article about managing remote teams, we spoke with Tomáš Halász, CEO of TrollWall AI — whose SaaS platform uses artificial intelligence to filter harmful content and promote healthier online interactions. The members of TrollWall AI are divided between two main time zones: Central European and Malaysian, which have an eight-hour difference.
Halász emphasized the importance of in-person meet-ups, while acknowledging that the sudden change in the environment can sometimes feel uncomfortable for some members: “In-person meet-ups are crucial for team cohesion. They allow us to connect on a more personal level, leading to more fluid conversations, better understanding, and sometimes even new ideas. However, too many meet-ups can be disruptive, especially for team members who are more introverted or have a backlog of tasks.”
He also discussed the ideal frequency of in-person meetings: “Ideally, we aim for three to four all-company meet-ups annually.” Additionally, he noted, “It’s important to note that the optimal frequency depends on the specific team.”
Normalize “half-baked” ideas
The value of an imperfect idea is that it can lead to the ideal solution when others build on it. However, engineers may hesitate to share ideas unless they’ve been thoroughly thought through. You can counter this by normalizing early-stage, rough-draft contributions.
Start by creating psychological safety. Team members are more likely to contribute when they know their ideas will be heard without judgment. Celebrate all contributions, not just the ones that get implemented.
Add disclaimers like “no idea too small or silly,” and publicly thank team members for initiating thought-starters. You can even gamify participation with shoutouts or tokens of recognition.
Also, when an idea fails, resist the urge to witch hunt. Take the opportunity to learn from what went wrong — as a team. In the long run, a failed attempt at innovation can bring more benefits than drawbacks. Late GE CEO Jack Welch used to tell an anecdote about a time when he literally threw a party to celebrate a failed innovation. His message was clear: the long-term value of a team daring to innovate and the lessons learned from the experience far outweighed the cost of the failed outcome.
Follow up and close the loop
So, you’ve sparked idea-sharing in your team. Well done! However, nothing demotivates a team faster than contributing ideas that vanish into the void. Make it a habit to document the ideas gathered from each session or thread. Decide which ones will be pursued now, later, or never, and explain why. Share progress transparently, and give credit when a teammate’s idea is implemented.
Wrapping up
Your remote team has ideas. Surfacing them takes thoughtful facilitation, the right tools, a culture that values input over hierarchy, and some room for informal conversations.
When you consistently create opportunities for engineers to step out of the ticket treadmill and see things from a fresh perspective, they will be more likely to contribute strategically. As they gain deeper motivation, you’ll make better decisions together as a team.
