While said in an arrogant manner, I'll agree, I think the sentiment of, "Top performers tend to be self starters, no matter where you put them", tends to hold t

While said in an arrogant manner, I'll agree, I think the sentiment of, "Top performers tend to be self starters, no matter where you put them", tends to hold true. All rules have exceptions... sure, but by metrics of task completion which is what work should be about, instead of butts in seats (unless I missed something), That's what I want from my team. I admit my team is small and I can meet with them over Slack and chat more than most other, larger teams but I think maybe that's the answer to remote. 1. Defined goals 2. Available help over Slack and chat (which we have group and private channels) 3. Weekly or bi-weekly standups to get more of a sense of where everyone stands and have a lay of the land and understand your team. 4. The lead needs to do the leg work with the managers to let them know their team is doing the work and get the recognition they deserve. It is harder in someways, but easier in a lot of ways and WAY more efficient where it counts in many ways. It is a shift and requires effort.