Building high-performing remote teams across time zones
Strategies for assembling and managing distributed teams that deliver results, from hiring to async collaboration.
The pandemic proved that remote work works. But building a high-performing distributed team requires intentionality that co-located teams can often skip. At GBEA, we've operated as a remote-first organization since day one, and we've learned valuable lessons along the way.
Hiring is the foundation. Remote work requires self-starters who can manage their own time, communicate proactively, and thrive without constant supervision. During interviews, we look for evidence of independent work, strong writing skills, and comfort with ambiguity.
Onboarding sets the tone. New hires at remote companies often feel lost because they miss the informal learning that happens in offices. We've built comprehensive onboarding documentation, assigned every new hire a buddy, and scheduled regular check-ins during the first 90 days.
Communication is the lifeblood of remote teams. We default to async—long-form documents, recorded videos, and detailed tickets—because it creates a searchable record and respects time zones. Synchronous meetings are reserved for complex discussions, relationship-building, and celebrations.
When we do meet synchronously, we're deliberate about time zones. Our team spans from India to the Americas, so no single meeting time works for everyone. We rotate meeting times so the burden of early mornings or late nights is shared equitably.
Documentation is non-negotiable. Every decision, every process, every piece of institutional knowledge must be written down and organized. We use a company wiki that anyone can edit, with clear ownership and regular reviews to prevent decay.
Culture requires cultivation. Remote teams can feel transactional if you're not careful. We invest in virtual social events, off-site gatherings when possible, and channels where people share non-work interests. Trust is the currency of remote teams, and it's built through consistent small interactions.
Finally: remote work isn't for everyone. Some people thrive with the flexibility; others wither without the structure of an office. We're honest during hiring about what remote work demands, and we provide resources—coworking stipends, home office budgets, mental health support—to help people succeed.