At first glance, managing a fully remote team might appear to be simpler: with people having less to observe and no water cooler conversations, chances are that there will be less gossip and, consequently, fewer interpersonal conflicts. Nevertheless, the remote setting also presents pitfalls, as distance can create communication barriers that may lead to misunderstandings or disengagement. Challenges tend to intensify when a remote team is distributed across different time zones or is undergoing rapid growth.
Below, we will explore some tried-and-true tips for managing remote teams, shared by two experienced leaders — starting with the crucial first step: selecting the right team members.
Let’s start from the very beginning: choosing the right people
As new members join a remote team, ensuring that everyone clearly understands their roles and responsibilities is essential, and a manager’s job will be less complicated if they hire proactive members who can navigate even swift growth periods smoothly. How can one filter those individuals, though? As a rule of thumb, when building remote teams, it’s essential to adopt a flexible approach that emphasizes soft skills like adaptability, problem-solving, collaboration, time management, organization, and cultural fit, which are critical for long-term success.
A key consideration that emerges as early as in the sourcing stage is how much weight should be given to previous experience working remotely. For Marius Silenskis, Vice President of Web3 Engineering and Growth at Saakuru Labs — a company developing platforms for cryptocurrency, Web3, and the metaverse — such experience is not a requirement: “I don’t place much emphasis on prior remote work experience; instead, I focus on their skills and the quality of their output. That’s what truly matters.” Silenskis is also the CEO and co-founder of Silo Tech, a technology partner of Saakuru Labs. Averse to corporate bureaucracy, he prefers to follow a structured, forthright process: an interview, a test task, and a three-month probation period.
Nevertheless, even if you make the best hiring decisions, you will still need to ensure communication and accountability, especially during periods of rapid growth. Silenskis recounts his experience when given the mission of quickly expanding a remote team that is spread across multiple time zones: “We’ve developed a system to manage communication effectively across time zones. However, one of the biggest challenges we faced, especially when the team grew rapidly in the early stages, was maintaining accountability and transparency on deliverables. Keeping everyone aligned during fast growth can be tricky.”
Making chitchat great again
For Tomáš Halász, CEO of TrollWall AI — whose SaaS platform uses artificial intelligence to filter harmful content and promote healthier online interactions — a significant challenge is balancing the communication on the projects’ updates and progress with some pleasant chitchat reminiscent of the ancestral exchanges by the office water cooler. “We rely heavily on Microsoft Teams for our communication, utilizing both chat and video calls. One of the biggest challenges we’ve faced is structuring video meetings so that everyone has access to the information they need, while still allowing room for casual conversations to maintain a sense of human connection. Balancing efficiency with team bonding is essential,” reflects Halász, a former photojournalist whose award-winning work focused on social issues and human rights. In 2023, he founded TrollWall AI in Slovakia to combat hate speech on social media. The company now has a fully remote team of 10 professionals working across seven countries.
Striking the right balance in remote meetings
Talking about online meetings, their frequency is a common discussion topic among remote teams. In order to ensure progress, some managers may be tempted to check in too often, taking away precious time from their teams and ultimately jeopardizing the project’s goals. Others may allow communication to go too loose; in such cases, they’re less likely to detect issues before they escalate.
Finding the sweet spot between keeping the channels of verbal and non-verbal communication open and flowing while avoiding wasting anyone’s time is essential for remote managers. Still, there’s no one-size-fits-all solution: the recipe depends on each project’s circumstances and stage.
“The frequency really depends on the team’s pace,” says Silenskis. “During fast-paced sprints, short, on-demand meetings can be more frequent. When things are more stable, upfront planning combined with Kanban task tracking is sufficient, alongside bi-weekly standups and ad-hoc 1:1s for specific questions.”
Organizing in-person meetings
TrollWall AI’s members are split between two main time zones: Central European and Malaysian, which have an eight-hour difference. The company does not have a physical office, but the team meets at least twice a year for week-long, in-person gatherings held in different locations. “In 2024, we had two company-wide meet-ups, each lasting five days,” says Halász. “Ideally, we aim for three to four all-company meet-ups annually, but we couldn’t fit them all in. Smaller gatherings also happen organically when team members travel for business.”
Halász believes that meeting in person is essential even for fostering innovation; on the other hand, he acknowledges 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. It’s important to note that the optimal frequency depends on the specific team, and we try to accommodate everyone by offering hybrid participation for those who may find it difficult to attend in person.”
Supporting your remote team’s well-being and mental health — while taking care of your own
Remote work can blur the boundaries between professional and personal life, as the same physical space is used for both. Moreover, when a team member works late hours, the manager may remain unaware of their overwork. Furthermore, distance can conceal any personal challenges impacting an employee’s performance. Leaders must actively foster an environment of trust and monitor their team’s well-being.
“I prioritize regular check-ins and personal conversations to make sure everyone is doing well. While this approach works best for teams of up to 10 people, it helps build a strong rapport, almost like remote friendships. Additionally, it’s important to balance workloads — no one can sprint indefinitely,” says Silenskis, who leads by example and takes care of his own well-being. He’s currently based in Bali, Indonesia, known as the ultimate health and wellness destination. “I adhere to a strict schedule that prioritizes my health and mental well-being,” he states.
Time for some final advice
Silenskis asserts that balancing clear communication and prompt action with emotional intelligence and realistic expectations is essential for successful remote team leadership: “Don’t hesitate to let people go if you spot red flags. We’re all adults, and it’s crucial to be clear about expectations from the start. If someone isn’t meeting those expectations, address it early. At the same time, develop emotional intelligence and a sense of what’s reasonable. It’s important to balance being understanding with holding people accountable.”
For Halász, it’s vital to focus on one-on-one communication. His primary advice for anyone leading a remote team, whether for the first time or not, is to ensure effective onboarding: “Prioritize one-on-one meetings with team members, especially in the first three months. This period is crucial for getting to know new hires and establishing a solid communication and work culture. Regular, personal touchpoints can make all the difference in building a cohesive, productive remote team.”
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