You’re reading an excerpt of The Holloway Guide to Remote Work, a book by Katie Wilde, Juan Pablo Buriticá, and over 50 other contributors. It is the most comprehensive resource on building, managing, and adapting to working with distributed teams. Purchase the book to support the author and the ad-free Holloway reading experience. You get instant digital access, 800 links and references, a library of tools for remote-friendly work, commentary and future updates, and a high-quality PDF download.
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important Most of the contributors to this Guide have worked in the United States, in the Silicon Valley job market, and at growing, technology-focused companies of various sizes. The principles and high-level advice apply much more generally than these constraints, though culture, values, and the nature of remote teams may vary in different geographic areas and across the industry. If you have experience in other contexts, we’d love to hear from you.
There is no one-size-fits-all formula for remote work. The forms it takes depend on the size, stage, and philosophy of each organization, and will change as a company grows and matures. Often, remote work is framed in the context of people working from home and not having to commute; however, any company that has multiple offices deals with many of the same challenges (and may more accurately be described as a distributed company, as described below). Once an office expands beyond a single floor, the nature of how people work together inherently changes. Remote work largely exaggerates those changes, and successful remote teams depend on more attention being paid to them.
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