Answers to your hardest remote-working challenges

What you’ll get on this page

  • 100+ tips and resources (with more being added). Recent updates are highlighted.
  • Practical advice and proven systems, based on our 14 years managing an international remote-working company.
  • For entrepreneurs, managers, and employees.
  • The media has been churning out nonsense tips. We are focusing on what works and what matters.
  • If your remote-working question isn’t answered, submit it to us. Our goal is to help as many people as we can.

Most articles about remote work miss the point

Many guides to remote working are written by people who are new to it. We have recently seen several articles, for example, that recommend you “wear your work shoes in the house.” They might as well be recommending “Commute to a nearby town and back, so you don’t miss out on a bit of public transport.”

Since our company began in 2006, we have been 100% remote. We worked remotely out of necessity because our first five clients were all in different states in the US—and our founders lived in the UK. Because our service has a measurable outcome, we decided to waste no time on activities that didn’t contribute to our clients’ profits—activities like business travel and entertaining clients.

We have experienced almost every remote-working challenge there is. And, through a lot of painful trial and error, we have found solutions to almost all of them. On this page, we share what has worked for us. And if you have any questions, just ask, and we’ll update the page with our answers.

Of course, many activities can’t be done remotely. But a surprising number can. Everything we do, we do remotely, including the following:

Working remotely doesn’t need to be a compromise, though. Despite what some people say,

We believe that the world will see a huge increase in productivity when companies embrace remote working. The current involuntary shift to remote working—if done right—can give you and your company benefits that become permanent.

A family working at the dining table.

Benefits of working remotely

Remote working has the following benefits:

Remote working is harder than usual right now

If you have started remote working this month, rest assured that it’s not normally this hard:

A father and son working in their home office.
“I don’t know why you’re looking so smug, Dad. Your work is riddled with typos.”

Questions we get asked about remote working

We are continually updating this page. If you have a challenge we haven’t addressed yet, submit it to us.

We hear the following concerns regarding remote working:

“How can I work remotely if I need to see people face to face?”

Video conferencing is face to face, and it works great. Plus, because it eliminates travel, you can actually spend more of your day in face-to-face conversations (albeit remote ones).

However, we find that screen sharing is even more valuable than webcam. Many office activities are about documents more than they are about faces. We use screen sharing even when we are in the same room as one another, because it makes it easier for several people to see the same page at the same time.

“What should I do if I need to be there in person?”

Some people do need to be somewhere in person—usually because they have to physically touch things.

Identify the things you need to touch—filing cabinets, for example—and explore how you could make them digital, or how you could move them to your remote office. Whenever we switch from a physical process to a digital, remote-friendly equivalent, we see a jump in productivity. The following list contains examples of remote-friendly services:

(We don’t profit from recommending things. We just love sharing things we think you’ll appreciate.)

“How will I know if my colleagues are doing any work?”

Hopefully, you’ll know the same way you’ve always known: because you trust them, and because they produce excellent, visible outputs.

Culture is key. Productivity is about trust more than tools, people more than platforms. Trust is particularly important for remote working. We highly recommend you read our article about Theory Y, which describes why most companies (Theory X companies) don’t stand a chance, because they lack trust and safety.

Trust isn’t a feature of a particular person; it’s two-way, a function of the relationship between a company and its team members. An individual may be loyal to a good company with a compelling mission—or to their family or to their sports team—but not to a bad company with an uninspiring mission. Trust is something a company and its team members need to earn.

In addition to trust, several working principles are important for remote working:

Some people wrongly assume that remote means “less visible.” When working remotely, we find it’s essential to have transparency—so everyone needs at least as much visibility into their co-workers’ work as they would in an office. That includes not just finished work but also work-in-progress.

In certain company cultures, transparency and visibility could make team members feel vulnerable. In particular, they might feel uncomfortable having their work-in-progress visible. That’s one reason it’s important to have a culture of safety and support. Maybe that’s easier for us because of what our company does: we design and test webpages, and all webpages are imperfect until they have undergone several rounds of user-testing. Our team members know and accept that all work-in-progress is inevitably flawed.

In addition, we add many feedback mechanisms, so each person has visibility into how their work is being received by their immediate “customer” (the person for whom they are doing the work). We use many survey tools, but Google Forms is our first choice for simple use cases because it’s elegantly easy to use.

“How will I know what’s going on in my company?”

How do you know now? Can you find a way to convert that system online?

Here are a few things we do:

Screenshot of Google Docs showing an example of company news

“My team members won’t get to speak to one another.”

Phone calls are free these days, so there’s nothing to stop anyone speaking to colleagues. We don’t worry about “dead air”; it’s not a radio show. The conversation doesn’t need to be continuous; it’s not uncommon for there to be a period of silence on the line for ten minutes or so. There’s no reason you can’t leave a phone line open for hours (we often do).

Remote doesn’t mean asynchronous. Some people assume that remote working means everyone will work different hours, or that people will be uncontactable. Many remote companies allow flexible working hours (we do), but non-remote companies could do that, too.

Time zone differences do affect working hours, and there are definite disadvantages to working with team members whose working hours don’t overlap much with yours. But there are advantages, too. For example, it can allow you to serve clients in multiple time zones.

“I’m spending too much time in online meetings. What should I do?”

If you’d like to spend less time in online meetings—and make progress faster, use the following awesome template, which we use to manage our weekly remote meetings:

A screenshot of the meeting planner template
A screenshot of the meeting planner template.

Many people tell us they are spending too much time in unproductive remote meetings.

But remote meetings can be much more efficient than in-person meetings—if you do them right.

In 2015, we started using a “weekly call agenda” we learned from the entrepreneur Verne Harnish. The agenda makes our weekly management meetings ultra-efficient, focusing our attention on solving our biggest challenges.

Since then, we have used the agenda every week—albeit in an adapted form:

We figured you’d appreciate a copy of the Google Sheets template.

(If you don’t use Google Sheets, you can download it as an Office file.)

We hope you find it as useful as we do.

The meeting agenda is described in Verne’s book Scaling Up, along with agendas for several other types of meetings, plus many more tools and techniques for managing companies.

“What will happen to chance conversations and water-cooler chat?”

Remote working is less conducive to what you might call water-cooler conversations—chance unstructured discussions. In some ways, that’s a drawback—though the flip side is that team members can spend more time doing deep work.

We have several mechanisms in place to facilitate informal conversation (that sentence sounds like a robot wrote it):

“How can I overcome cabin fever?”

Cabin fever is one of the biggest obstacles we experience. We asked our team members to submit what they are doing to cope during lockdown, and we compiled their responses into the following page: How we are coping with cabin fever.

We are continually updating this page. If you have a challenge we haven’t addressed yet, submit it to us.
A person working in their home office.

Technology for working remotely


We recommend you invest in good equipment; it’s your window to the world. We justify the price to ourselves by considering that the driver of an old beaten-up taxi still spends more on their means of production than most computer workers do:


We use Google Workspace, Basecamp, Trello, Limeade Listening, HubSpot, and Zapier. We tried Slack but decided not to roll it out companywide because we found it distracting and it encouraged duplication (which we go to great lengths to avoid).

A video call on a laptop.

Tips for calls and remote meetings

How to sell remotely

The following article describes our process for selling without traveling: Selling remotely: A proven 11-step workflow to grow your business with remote sales calls and webinars.

Workflows are the silver bullet for remote companies

When you’re managing a remote company, you can’t just “wing it” like you can in an office. We discovered early on that we couldn’t rely on information to be spread by overheard conversations. Our communication needed to be deliberate and structured.

Whenever we discovered something that worked, we documented it, so all our team members—particularly new-hires—could benefit from our experience. We recently made the unusual decision to publish some of those in-house documents, in the form of the following articles. We have found their content to be invaluable, and so have our readers:

  1. “Genchi Genbutsu” is the most powerful technique we know.
  2. Everyday examples that lead to “Genchi Genbutsu breakthroughs” in productivity.
  3. Flow Management—our secret to managing overwhelming volumes of work.
  4. How we manage our personal flows.
  5. How flows eliminate work, so you only have to think once.
  6. An exercise to make you rethink how you manage projects.
  7. Duplication is evil.
A collage of images from CRE.

How to manage the culture in a remote-working business

When you aren’t in the same room as your team members, you have to take a different approach to company culture. Here are the techniques we use to manage the culture in our remote-working business.

Document the company culture

Because a remote-working company can’t rely on word-of-mouth, things need to be written down—and in a way that’s easy to read. We have taken a lot of inspiration from companies that have done a great job of documenting how they work. (Unsurprisingly, some of them work remotely.)

Other companies that work remotely

It’s surprising how few companies are 100% remote. WeWorkRemotely has a list of companies that work remotely—including Github, Kinsta, Hotjar (which shared this list of resources), Zapier, Basecamp, and InVision. Their blogs and conference slides often contain useful information. Streak CRM recently shared its experience of how it transitioned from being non-remote to remote.

Let us know what your challenges are

Over the next few days, we’ll continue to update this page. Please let us know what your challenges are, and we’ll try to incorporate them.

We are working on adding the following sections to this page. If you want to be notified as soon as we have published them, join our email newsletter:

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