Someone on this thread brought up trust as an aspect of successful organization remote work. I do like this take. As a manager I have observed that trust can be

Someone on this thread brought up trust as an aspect of successful organization remote work. I do like this take. As a manager I have observed that trust can be hard to come by if there's not a solid metric that can help establish trust where there is none. And one bad miscommunication experience can erode trust that has been built up for months. Face-to-face is always one of the highest fidelity mediums for communication in expressing the verbal & non-verbal. And I would agree with the resounding opinion in this thread that periodic meet-ups are very good for keeping trust relations higher in the times when remote is the norm. Sometimes even that is hard if you're managing a team from across the globe, and then trust is reduced to a metric of some kind - work output, quality of work, etc. I like working with remote teams and I've had great and horrible experiences with them - first and third party. It can sometimes be cultural but oftentimes I've found it can be isolated to the individual - and working to remedy that weak link can oftentimes (but not always) turn a situation around. Understanding how to build a team, identifying the needs of the team, and establish trust within that team, whether co-located or remote is important. It's also important to understand how those needs and methods are differ between co-located and remote work.