How do you build trust and camaraderie among your remote workers?

Question: How do you build trust and camaraderie among your remote workers? Read answers from remote workers to learn.

Company Interview with Brad, co-founder and CEO of WebDevStudios

Building close connections with your co-workers while working remotely can be a challenge. Our engineering team has a recurring all-hands call where they share interesting features they are building, new technologies they are experimenting with, and just generally get to know each other better.

We also have an end-of-week, all-hands video call, so everyone has the opportunity to see each other at least weekly.

It’s a fun time to wrap up the week, highlight our accomplishments and successes, give props to team members that stood out that week, share important company news, and wrap up the week on a fun, positive note.

A challenging time finding talented local employees gave Brad the idea to make WebDevStudios 100% remote—hear about his strategies for creating a healthy remote work culture.

Read full interview from Company Interview with Brad, co-founder and CEO of WebDevStudios.


Company Interview with Jan, founder and CEO of Rainmaker Solutions

It is so important to keep a team spirit and a sense of fun, especially in the current circumstances.

We do this by holding regular virtual team drinks (sometimes in fancy dress!) and encouraging social interaction on Slack.

Furthermore, we have a partnership with virtual cycling club HotChillee and aim to support our teams to maintain both their mental as well as physical health.

But from the beginning, we implemented a truly transparent environment. That, a clear vision, defined and lived values, our approach to ‘working out loud’, and the Guiding Principles I mentioned mean that our workforce is both inspired, engaged, and clear on trust.

Remote work is built into Rainmaker Solutions' DNA. See the beliefs that push this company forward & check out their virtual activities that are building organizational trust.

Read full interview from Company Interview with Jan, founder and CEO of Rainmaker Solutions.


Company Interview with Tricia, CEO of BELAY

Our culture and employee engagement are vital to establishing trust within our organization.

We believe in putting people first, and this starts with recognizing that happy and engaged employees aid in organizational growth.

We’re also committed to our mission and vision and believe when our employees have clarity and a solid understanding of their role and our company, we can all grow and excel together.

For 10 years, BELAY has been a 100% remote work company. CEO, Tricia, shares the tools that keep them thriving and how boundaries & expectations contribute to their success.

Read full interview from Company Interview with Tricia, CEO of BELAY.


Company Interview with Jan Fex, CEO of DotDee Digital

By being honest, fair and treating everyone as equals. Another thing is worth mentioning. Vietnamese devs are as good as any other nationality, but their knowledge of English might fluctuate. Therefore, the Western tech leads have as one of their duties to assist in research on Google and Stack Overflow.

But the individual devs are also encouraged to help each other with this. We found this to be a good bonding procedure that quickly builds up trust among the team.

Our policy is that a quest for knowledge may include failure, and there's no such thing as a stupid question.

A three-hour work commute motivated Jan to establish a full-on remote work arrangement for his company. What have been the benefits & challenges? See his takeaways!

Read full interview from Company Interview with Jan Fex, CEO of DotDee Digital.


Company Interview with Tammy, CEO of Workplaceless, and a remote work leader

Trust in remote teams is essential. It's the foundation for distributed teams to function optimally. We've established rituals to start and end the week to keep remote team members engaged.

Examples include:

  • Using Donut to match team members for informal virtual coffee dates.
  • Checking in regularly in synchronous meetings and with a feedback tool called Wulu.
  • Sharing a weekly internal blog that includes revenues and results while highlighting team member's contributions to reach those results. This helps all our team members see how their work fits into the bigger picture.

With Workplaceless, Tammy helps companies start off on the "right remote foot." Hear how her 100% remote team stays in sync, and how she keeps her employees engaged

Read full interview from Company Interview with Tammy, CEO of Workplaceless, and a remote work leader.


Company Interview with Maxime, Co-founder and CTO of Digicoop

We make sure everybody knows each other in real life.

While I think it's possible to create a team where nobody ever meets in real life, I don't think that's something we want.

I do feel it would be harder to create camaraderie and bonding.

We have regular meetups with everybody, and as we welcome somebody new, we make an effort to come to the office to work physically together for a little while.

From making employees shareholders to letting workers take control of their roles, Maxime describes Digicoop's path to remote success.

Read full interview from Company Interview with Maxime, Co-founder and CTO of Digicoop.


Company Interview with Ivan, CEO of Base B

We build trust in teams by embedding transparency into our culture. What does this culture look like?

Well, we embrace taking risks and making mistakes, and we own the results, that’s the way people learn and develop. We are transparent about our goals and values.

We encourage open and constructive feedback. We also leave no room in our culture for workplace drama, and this is one of the core principles of our culture.

Ivan's company, Base B helps companies build effective remote teams. See the tools and training practices that allow them to excel in helping their clients.

Read full interview from Company Interview with Ivan, CEO of Base B .


Company Interview with Sharon Koifman, CEO of DistantJob

Love that question, but is somewhat similar to one of the previous ones. Trust is the first thing to build from the management down. I empower people to contribute and penalize people that do not.

When you are somewhat forced to contribute, you are hoping that the person at the top will take it well, and of course, making sure that myself and my managers take people's input well is how I build trust.

If I penalize people for taking the risk of giving their opinion even once, maybe because I am in a bad mood that day, that's probably three months of trust-building efforts to bring trust back to the previous level.

We also focus heavily on culture. We try to create hangout drinks on Zoom, we play board games and card games virtually, and we use an app called Donut that schedules random 1-on-1s. We also share recipes and jokes on Slack, which seems to keep everyone happy.

With DistantJob, Sharon has created a mistake-friendly environment where managers lead by example. See his tips for building trust and security among his remote teams.

Read full interview from Company Interview with Sharon Koifman, CEO of DistantJob.


Company Interview with Devin, CEO of Animalz

It’s all about process and goal-setting. If you are clear about expectations and deadlines, then everyone knows what they need to do to succeed. If you have a process that includes sharing what you’re working on, reporting on your work, etc. then you know how your team is performing and what they are up to. The rest of that trust is up to you as a leader to have faith in your team.

How do you keep remote teams motivated? Devin, CEO of Animalz, shares her tips for how leaders can avoid demotivation and her hopes for the future of remote work.

Read full interview from Company Interview with Devin, CEO of Animalz.


Interview with Shelly, CEO of Fire Engine RED & remote work pioneer

It’s all about communication. In a fully remote environment, you can’t over-communicate. A CEO of an all-remote company needs to be transparent and keep their team informed. Here are some of the ways I do it.

Every other Friday, at 4 p.m. (EST), I host the “SS (Shelly Spiegel) Feed,” an all-company call during which I share information with the team. During this call, I brief the team on the latest happenings at Fire Engine RED; this includes providing information on new hires, organization updates, and policy changes. I also talk about year-to-date sales, margins, and third-party costs.

Also, I try to schedule a one-on-one meeting or virtual walk with a team member nearly every day (including new team members, once they’ve settled in and have been with Fire Engine RED for about 45 days).

The calls help me get to know my team members better. We often talk about their families, pets, travel, and even politics. And I’m always looking for recommendations on the next great television series to binge-watch. I also get a better view of what’s going on at the company at all levels.

Twenty years ago, Shelly started one of the first all-remote U.S. companies. See how remote work has given Fire Engine RED a competitive advantage & the four most important words in the employee handbook.

Read full interview from Interview with Shelly, CEO of Fire Engine RED & remote work pioneer.

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