Six tips on how to build a company culture when you’re working remotely

Seth Garber

Six tips on how to build a company culture when you’re working remotely.

How many people do you know who worked remotely 10 years ago? How about now? Are you one of them?

These days, working remotely isn’t so unusual. According to recent survey data, at least 3.9 million Americans – or nearly 3 percent of the total U.S. workforce – work from home at least half the time. Or perhaps they log their office hours at a coworking space like WeWork, which provides shared office spaces in 77 cities across 23 countries.

Either way, it’s safe to say that where we work – and how we work – has changed dramatically. Why? Well, technology plays a huge part. Many of us only need a power source and a WiFi network to get our jobs done, and we can find that pretty much anywhere. Also, the rising cost of renting office space, along with all the expenses that go with it, has made working remotely a more popular option.

But one element that tends to be missing in the conversation about working remotely is how it impacts company culture. If there’s no physical space to gather in, how do we create connections? Can we establish meaningful relationships between people who never see each other? Should we even bother trying? We explored the subject with leadership guru Seth Garber. As someone who has worked remotely – and led several teams of remote workers – he had plenty to say.

What do you think of the overall concept of remote work? Do you think it’s a positive?

SG: I think we have to accept that it’s the norm, and I actually think it’s great. It gives people the freedom to work the way they want and the flexibility to set up their days so they’re most productive. And that varies from person to person and role to role.

Do you think it’s important to try to create a company culture, even if many of the people on the team may not really care?

SG: I do think it’s important, and I think it can be done. It starts with having conversations and really trying to understand the remote team member and how they like to work. I think it’s also important to frame things in a manner where it’s not me telling them “this is how things need to be done” and instead talking with them about our vision and getting their feedback on how they can help us achieve our goals. They don’t have to go crazy or get overly involved if that’s not how they are – they just need to be present in conversations and be willing to help us work toward our common mission.

OK, that being said, what are some suggestions on set up a positive experience for teams who work remotely?

1. Set standards and expectations.

SG: If you’re having a video conference call, is it OK to wear casual clothes? Should one-on-one meetings be more formal? It’s simple, but it’s good to discuss ahead of time so everyone is on the same page. Also, it’s important to set expectations in regard to schedules. Some people will need to work regular hours because that’s what their role requires. Others can be more flexible. It really shouldn’t matter as long as they’re getting the job done and that they can be reachable if something unexpected comes up.

2. Reach out regularly.

SG: If you’ve got someone on your team who you rarely see in person, perhaps schedule an extra call or email with them to check in. Periodically, encourage the leader of the company to contact them. In these conversations, be sure to reinforce your gratitude for their contributions and talk with them about how they impact the vision of the company.

3. Send them stuff.

SG: Who doesn’t love to get mail? Send them things like mugs or t-shirts with your company logo. It’ll make them feel like part of the team, even from far away.

4. Encourage cross-departmental communication.

SG: People can become disengaged when the only interaction they have with their team members are emails with random names and signatures, and sometimes the tone of electronic communication can be misperceived. This is when it’s good to pick up the phone and have an actual conversation, and don’t just focus on talking about work. Ask your colleague about their family, their pets, their hobbies. The more we get to know one another as people versus simply as names in an email, the stronger the connections we can build.

5. Understand what your team member needs to be successful.

SG: This can be as simple as sending them a second monitor so they can work more efficiently, a new headset, or even a desk so they don’t have to work from their kitchen table.

6. Team-building days in the office.

SG: If it’s possible for team members to come into the office, schedule one day a month for a “get to know you” day. Get lunch catered and encourage people to sit together and talk. It’s a great way to build community and culture.

Six tips on how to build a company culture when you’re working remotely

Seth Garber