Office, remote, hybrid-my global company works all three. Here is the way to succeed in any order.

Office, remote or hybrid? This is a question that dominates headlines and board debates, but often ignores the complex dynamics of global teams.

Instead of guiding employees wherever they work, let’s improve the statement to ask yourself more meaningful, customer concentrated questions. How can we make strong teams and cross -function alignment? How can we embed the customer’s madness culture? What Original Fuel performance?

Global growth requires flexibility, fragility and purpose -driven approach. As we measure, success is not explained by the location, but how we guide.

Related: I have arranged remote teams for 15 years – here I have 3 key leadership lessons.

Beyond the discussion of remote work

Hard work models Will not serve anymore High performance teams or high growth business. When your operations are a milestone to embrace an office, time zone or region, there is no problem in solving.

Location-Andogostic led requires deliberate design and implementation. Yes, more effort is needed for mutual cooperation. Yes, raising culture is essential. But we should not refrain from the challenge. If anything, we should run towards the opportunity. Resistance to distributed work is resisting growth.

A distributed model expands your talent pool, opens your business for a diverse approach and reduces employees’ business:

• Hybrid work has been found Zero On the development of workers’ productivity or carrier, while increasing maintaining rates.
• 83 % of the recruiters say they believe that remote work is Improved the quality Of the applicants, they attract themselves.
• 45 % of employees refer to workers Lack of flexibility As a major factor in their work hours.

How to lead distributed teams for global success

In Maropost, the way we work, they create separate needs of our global teams. We work in North America from far away, the office in India and the hybrid in Australia. Our leadership team travels regularly and is personally found in the quarter. In addition to the monthly all -team town halls, each region also hosts its virtual gate toagators. Every day, we rely on one -on -one check -in and tools like Jira to cooperate.

We try to maintain a system that balances the structure with flexibility. We adopt regional needs while our common customer is founded in focus.

1. Invest in the results driven by the results

Leadership should give priority to micro -management results and relations. Culture of trust that empowers employees Basic at any workplaceBut in a distributed environment it is very important. To organize teams together in time zones and markets, hire leaders who can build relationships without permanent supervision and affect performance.

When you hire leadership characters, I look for candidates who show strong communication skills and who can clearly set and achieve goals with their teams and work through challenges. During the interview, I always ask for specific examples how they mobilized the remote team members.

An example of this question I can ask is, “Tell me about the time you had to build trust with a remote employee or team.” I know the best answers to such questions are focused on active communication and solutions, which are key to the success of remote teams.

Related: How to succeed as a performance -driven leader (and the defects you need to inform)

2. Deny the concept of mutual cooperation

Cooperation can operate differently in the global environment. Counter the desire to impose inheritance methods on new dynamics. Hug tools and tactics that simplify the distributed teamwork and prefer quality in terms of strength. Digital First Workflows, Unprecedented Communications and Fresh Information are not just a task. They are powerful tools for productivity.

In Maropost, we focus on the construction of transparent knowledge bases at a crossroads, which the entire team can access and contribute at any time. Our team leaders set up joint documents as usual, where meeting notes, insights and project decisions are recorded. Then, regardless of the time zone, everyone can seriously refer to each other’s work and build it. It works well for us because it creates the basis of a living knowledge that helps us more.

3. Culture and links to nurturing

How can we regenerate the unprecedented mental storms and organic conversations between colleagues that may never be found in real life? Physical proximity is not always the equivalent of contact – nor is it guaranteed Alignment or innovation. Promote a culture that is deliberately beyond the place with a deliberate building and a knowledgeable guidance. Give the employees aim and explain the purpose of working together, even when separated.

We have a monthly All Team Town Hall where we openly discuss our progress, invite someone to questions and tell us how the thing we are working now is to connect with our long -term goals. We are planning to promote confidence and links through honest leadership and promote transparency.

4. At each level KPIS reorganization

To show the structure targets, the diagnosis effects of KPI and employees and employees Optics more results. Set clear goals, regularly schedule check -in and balance independence with accountability throughout the organization. The environment does not matter, measures should be taken on the basis of performance which works, not where and when it works.

In our organization, each team has pushed itself forward to share its quarterly goals, their acquisition affects business goals and how we will perform it. This helps everyone understand how their job plays a vital role in success, and we have found that performance discussions focus more on meaningful progress than discretionary matrix.

5. Avoid divided falls

Distributed work is not without its challenges. Leaders must talk and support public channels on private DMS to fight the information. Encourage calendar blocks to avoid multi -time zone burnout and respect everyone’s right to log off. Global teams can strengthen the productive capacity 24 hours, but only when they work within a sustainable, people -based system.

As the CEO of a global company, my team knows that I often keep messaging and posting in public channels for 24 hours. But I make sure they know that they do not need to respond beyond their normal work. In this way, we can keep rolling important work without producing burnout.

Related: 8 things I learned from running a full remote company

Location-Eagnostic Leaders explains the future of work

In We work is an excessive debate that goes away from the deep questions of performance and culture. The growth is determined by this How We guide and Why? Our teams show. Management structures that rotate in a distributed environment will not suddenly be flourished at a fixed place. Invest in leadership strategies that are compatible, guided by the customer’s obsession with the customer’s obsession to succeed in the consequences and succeed in any order.