Start With Intent and Ownership
Be intentional
Remote requires extra work. After meetings, document decisions. Record and share notes. Build a clear communication plan. What might happen naturally in an office needs to be done deliberately when remote.
Tell people how you feel
No one can see you frown through a screen. If something is not right, communicate it. Take ownership of your feelings and raise the issue so it can be solved.
Assume good intent
Remote makes it easy to misread tone or assume exclusion. In practice, it is almost always an oversight. Assume good intentions, then clarify.
Set boundaries
Working from home can blur lines. You are responsible for setting and communicating your boundaries. Do not assume others share them. Be clear.
Have fun and be you
Remote work is challenging, but it can also be rewarding. Do not be afraid to be yourself. Real life will show up on camera sometimes. That is fine.
Communicate Clearly and Often
There is no such thing as over communicating
In an office, you overhear things. Remote is different. If you are unsure whether to say something, say it. Share updates. Share progress. Share blockers.
Give context
Do not just share the issue. Share the situation. Spend a few extra minutes explaining the background so others can help you faster and better.
Communicate output
Broadcast where you are in a project, what you are blocked by, how others can help, and what they should expect.
Avoid acronyms
Clear language wins. Acronyms exclude people and create confusion, especially across teams and time zones. If something matters, spell it out.
Writing Over Talking
Writing is our default
We are spread across time zones and geographies. Writing allows better decisions to be made without forcing everyone into the same meeting.
Writing promotes systematic thought
It forces the writer to think clearly, articulate the issue, and ideally propose a solution. It allows the reader to understand context and respond on their own time.
This means we:
- Write issues and proposals ahead of meetings
- Rely on data, logic, and the strength of ideas
- Recognize that good ideas can come from anywhere
- Simplify and be concise
- Surface issues instead of gossiping
- Prepare in advance to make meetings efficient
Writing does not mean we avoid meetings. It makes them better. And when needed, pick up the phone and talk it out.
Work in Public
Default to public channels
Private messages discourage collaboration. When work conversations happen in public, others can learn, contribute, and help.
If someone sends a work related private message, move it to a public channel and explain why. Normalize working in the open.
Use threads
Threads keep conversations organized and prevent channels from becoming noisy. Use them to keep context attached to the original message.
Use notifications carefully
Only notify everyone when it truly requires everyone. Interruptions break flow. Be thoughtful.
Prefer Asynchronous
Try to be asynchronous
Not everything needs to happen at the same time. Decisions can be made in writing. Feedback can be gathered without meetings.
Document proposals so others can review and respond independently. Do more before meetings so meetings are shorter and sharper.
Focus on Impact
Work is not about seat time. It is about impact.
Be clear about your highest priorities. Execute on them. Ask for help when needed. Track and complete what matters most.
Remote work removes visibility theater. What matters is output and results.
