A New Way of Managing Remote Teams at Scale

Distributed network of purpose

What they’re finding it that it’s an open playbook of experimentation with remote-first workplaces.

From experimenting with no titles to having no managers to being entirely transparent over compensation and other information, startups are pushing the future of work into the remote space. And finding new ways to manage their remote workforce at scale has become a common challenge.

The Traditional Management Approach Fails

Distributed companies have employees throughout the world.

“The fact is that a certain portion of the population cannot take responsibility well and are frightened by freedom… The fact is that an unstructured situation, a free situation, a situation in which people are thrown back on their own resources will sometimes show their lack of resources…. What this means for organization theorists is that in all their calculations in moving over to the newer style of management, they should assume that a certain proportion — as yet unknown — will not respond well to good [unstructured] conditions.”

Clear guidelines and principles help teams in distributed environments work their best, and the older management theories and ways of organizing people are not keeping up with the changes in remote workforces.

What is a distributed network of purpose?

Photo Credit: Shutterstock

Distributed Networks of Purpose are useful for two main reasons:

  1. Inspiring individuals to rise above their self-imposed limitations and any self-serving agendas they may have to create mission-driven attitudes, and
  2. Create creative teams where multiple people at once, from different business units, can work toward the seemingly impossible together

Building distributed networks of purpose

Challenges to a distributed network of purpose

The essential challenge of a distributed network of purpose — getting everyone on the same page.

Big distributed teams that have an allure, like ConsenSys, have no trouble attracting top talent. What keeps people together, however, is the empowering company culture and team environments where trust is a top priority.

“Most corporate environments don’t motivate people. People aren’t excited, climbing this superficial ladder. We’re good at getting talent because of our remote-first decentralized environment empowers our people,” said Sarah from ConsenSys.

In Conclusion

As companies shift from rigid structures and adopt more distributed teams, the question is not how they will do this, but in what way will they accommodate the change.

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Bryant Galindo

Bryant Galindo

I help founders and business leaders negotiate agreements and resolve disputes while improving communication on their team 🤝 More at www.collabshq.com