Have you rethought how you lead a remote/hybrid team at all this year? Any advice or wisdom you can share?

Why remote teams struggle with self-organisation
Autonomy minus structure often becomes “polite chaos.” People work hard in their own Zoom bubbles, yet no one can prove whether the effort moves the business needle. Without shared metrics, small blockers stay hidden and motivation fades.

Practical shifts that made the biggest difference this year
1. One visible North-Star metric. Pick a measure that links straight to value (e.g., cycle time, customer adoption). Post it where everyone can see it daily.
2. Mid-sprint micro check-ins. Don’t wait for the retro. Log blockers and wins in real time—Slack thread, digital Kanban, whatever is friction-free.
3. Treat improvement work like product work. Give each “process fix” an owner, a due date, and track its ROI. When people see their tweaks pay off, engagement soars.
4. Use a remote-work maturity model. It sets clear expectations for communication, tool discipline, and decision rights at each stage. (Happy to share a link.)
5. Celebrate visible progress. Even tiny wins release dopamine, strengthening the performance loop—and beating Zoom fatigue.

If you need a lightweight way to collect and display those metrics, the Performalise platform does it quietly in the background.

🚀 Bottom line: disciplined transparency turns remote autonomy from a guessing game into a measurable advantage. When leaders can show—on one page—how the team’s changes cut waste or lifted revenue, everyone gets behind the next improvement cycle.

My organization is "Remote First" with occasional in office interactions for specific meetings.  In a remote first environment, you MUST be INTENTIONAL about how you engage with your team and all parts of your organization.  You need to create the interactions that used to happen serendipitously in the elevator, at the coffee machine, or in the hallways.  I book many dozens of 15 minute meetings to catch up with people across and down through the organization.  I also recommend a regular cadence of in person interactions if possible.  I have a staff meeting once a month in person with my team, and my manager does the same his team (where I am a member).  We also have a bi-weekly standup to stay in touch in addition to a bi-weekly staff meeting.  Another really important aspect is being thoughtful about on-boarding new staff, especially those whose career started after the pandemic.  Most of these folks have NEVER had an in-office experience.   I encourage a significant part of on-boarding to be done in person if possible.  Initial in-person interactions pay big dividends in future video interactions.  Go to lunch and / or happy hour.  Get to know each other!  Bottom line - be thoughtful and intentional and never let up or you will lose your people and your culture.