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Tough to fully answer this question without context, but a few thoughts which may be useful. I work at GitLab, the world's largest all-remote organization, and have 14 years of experience in remote settings. I penned the guides you'll see below. Hybrid-remote environments are tough if you don't have leadership on the office side of the equation implementing remote-first practices, such that everything is optimized for remote-first. Otherwise, your remote staff are always a second tier and at a disadvantage. https://about.gitlab.com/company/culture/all-remote/how-to-w... It's possible that you're operating in Phase 1 of remote adaptation, which is imitating the design, structure, norms, ebbs and flows of an office environment. This is passable but not optimal. https://about.gitlab.com/company/culture/all-remote/phases-o... Many office norms become slower when you try to copy/paste into a virtual world, which sheds light on the reality that those norms aren't the ideal way to accomplish the work. Instead of looking through the lens of "why doesn't this process transfer well to the virtual world?," look through the lens of "how could we be a more transparent and efficient team if we didn't have the burdens of the office?" In a way, it's scarcity vs. abundance mindset. https://about.gitlab.com/company/culture/all-remote/what-not... Remote isn't for everything, and it isn't for everyone. It needs to be implemented well with intentional leaders, just the same as a colocated team needs intentional leadership to thrive. The conversation is often framed as us vs. them because that's the recipe for clicks, but it's a weak argument. Remote can work, colocated can work. You need great leadership, documented processes and culture, and company-wide trust in both instances. |