Digital Gale

How to set up a remote work.

While the whole world is rapidly becoming grey under the onslaught of coronavirus panic, we are looking for the beautiful in the apocalypse. And we find! Finally, finally, everybody is working remotely! It’s a pity that this happens by force, but we hope that many companies will appreciate the benefits of this format of work.

If working form a distance is a new process for your company, it probably encounters typical problems:

  • Lack of direct control: you can no longer suddenly appear behind the employee’s shoulder.

  • The observation of the process is excluded: problems are detected at the result stage when time is already wasted.

  • Ignorance of the weak links in the chain: a pest can easily be lost among more productive colleagues.

  • Weak team building. Yes, the presence of corporate humour and mems are important factors for team cohesion.

  • Loss of managerial productivity: it tempting to spend most of the day at home or enjoy the good weather above. Because there is less control over them.

  • Loss of context for each project: details are forgotten because the focus is blurred.

What to do? Take advantage of Digital Gale’s tips.

Technologies for the rescue.

Telegram – for individual chats for each project/department. And don’t forget about a flood chat. Team building, remember?

Slack – it is a formalized scheduler for setting goals for the whole team.

Trello – an alternative planner for mere mortals.

Jira – a planner for programmers and technical experts.

Notion – to collect the database and notes for later.

Google Suite – for collaboration on files.

Yes, there are also programs for tracking employee’s time. But we are against it – they generate bureaucracy and distrust. Judge people by the intermediate results and strictly punish for non-performance – it will be more honest and easier.

Organization of operational tasks.

Sprint – tasks for a week, which are fixed in a planner (better in the Slak). The record has to be made every Monday – and the report next Monday, at the meeting.

A meeting is more productive when it’s a team’s video call, and it’s better to do it on Mondays. Keep in mind that you don’t need to get all colleagues together — it’s better to gather marketers, accountants, techies, and key employees separately. The past sprint and new tasks have to be discussed at the rally.

Meet up – daily video call. Highly recommended for young teams with a low level of self-awareness. Allows you to understand current problems and progress so as not to lose a week before the rally.

The monthly plan has to be drawn up by key partners, and they report on it.

Annual plan – strategic tasks that are edited once a quarter.


God forbid you to formalize everything, create endless documents and send them for review by signature. It’s much better to create simple, human instructions so that everyone understands what to do in a given situation.

Your task is to create a prompt that a person can turn to in order to avoid a problem – and not to catch an employee on a signed piece of paper.

Eye contact.

At a meeting, at least once a week. No phoning in the Telegram or talking to avatars. You should look into the eyes of the people you work with at least once a week. This increases the level of responsibility and cohesion of the team.

Employee motivation.

Yes, it may seem to you that many will be happy to work for food these days, driven by lashes of bosses who are alarmed for the company. But firstly, it is not for long, and secondly, when, if not during the crisis, is it inconvenient to motivate people?

People don’t need much: just Interesting tasks, normal communication, the ability to be not only useful but also heard.

Divide and rule.

Creators must create, administrators must follow clearly defined instructions. Do not confuse wet with warm and creative person with a person in charge.

Mutual responsibility of key employees and partners.

Yes, we are talking about those who bear the heaviest burden – but has the easiest way is to slip out of control. No need to think that a high position gives the privilege of avoiding weekly reports. Yes, not to everyone, but those close in status – they will be the toughest judges.

Options for the best.

Let people feel that this is not only yours but their business as well. That is a common child. Let it be 0.5% or 0.1% – employee loyalty will increase significantly.

Let people work with you, not for you. It will be rewarded.


The crisis is not a time of despair, but an opportunity. Take advantage of this challenge to become more effective.

Twist your sales!