What Does It Take to Make Remote-First Work?

The pandemic catalyzed a seismic shift in how companies operate regarding flexibility in the location of their workers. For some, this flexibility proved a temporary measure; for others, it became a permanent feature. Crunchbase, an AI-powered platform for discovering and connecting with innovative companies, is one of the latter. Kelly Mendez-Scheib, Chief People Officer at Crunchbase, shares how the company has successfully navigated this transition to become remote-first in her interview with me.

The Remote-First Model: Defining Crunchbase's Approach

Crunchbase describes itself as a remote-first company, a term that, as Scheib points out, can have many interpretations. "We have two offices—one in Silicon Valley and a WeWork space in New York City," she explains. "These are optional for employees; there is no mandate to use them. It’s completely up to individual choice."

This flexibility is a core aspect of Crunchbase's remote-first strategy. The transition began during the pandemic when employees were asked to shelter in place. "Employees went home, started working remotely, and it worked. They were happier, and we saw enhanced productivity," says Scheib. This positive outcome motivated Crunchbase to make remote work a permanent fixture.

Addressing Challenges: Onboarding and Mentorship for Junior Staff

One of the significant challenges of a remote-first model is effectively onboarding and mentoring junior staff. Some companies have reverted to in-office work, citing difficulties in these areas. Scheib acknowledges these concerns but highlights Crunchbase's proactive and intentional approach.

"We have a mentoring program that includes both functional and cross-functional mentorship," she says. "We also have defined rules of engagement for communication, performance measurement, and collaboration." These initiatives are iterative and continuously refined to meet the needs of employees.

Crunchbase has also developed "Crunchbase Bases" across the United States to facilitate collaboration and connection among employees. These bases started as nodes but have expanded to offer more opportunities for in-person interactions. Additionally, the company holds weekly town halls, fostering a culture of transparency and continuous engagement.

Scheib elaborates on the mentoring program, stating that it is designed to address both the professional and social aspects of onboarding. "We ensure that new hires have mentors from within their teams to guide them through their daily tasks and responsibilities. Simultaneously, we assign mentors from other departments to help them build a broader network within the company," she explains. This dual approach helps junior employees feel supported and integrated, even if they have never set foot in the office.

Building Trust and Measuring Performance

Trust is a critical component of remote work, and many managers struggle with this aspect. Microsoft research indicates that 87% of managers have difficulty trusting the productivity of remote workers. Crunchbase tackles this by fostering a culture of good intentions and transparent performance metrics.

"We operate from a position of best intentions," Scheib explains. "We measure performance using an OKR (Objectives and Key Results) system, which is common in the tech world. If employees meet their goals, they are productive." This approach shifts the focus from physical presence to actual output and results.

Scheib emphasizes that the traditional mindset of equating productivity with time spent in the office is outdated. "Employees have been dispersed for decades, and we managed to trust them then. It’s about adapting to new ways of working and focusing on results rather than physical presence."

To further build trust, Crunchbase ensures regular communication and feedback. Managers are trained to set clear expectations and provide continuous feedback, which helps employees stay aligned with company goals and feel valued for their contributions. "Regular one-on-one meetings, team check-ins, and performance reviews are part of our culture. This consistent communication helps bridge the gap that physical distance can create," Scheib notes.

Cultivating a Culture of Transparency

At Crunchbase, transparency is not just a buzzword but a practice embedded in the company's DNA. "We have weekly town halls where all employees are invited to join. These meetings are unique because they foster a sense of unity and keep everyone informed about the company's direction and performance," Scheib says. Unlike the typical quarterly town halls in many companies, Crunchbase's weekly sessions ensure that employees are always in the loop.

Scheib believes that this transparency is crucial for a remote-first model. "When everyone is working remotely, it’s easy to feel isolated or disconnected from the larger mission. Our town halls are a platform where leadership shares updates, celebrates successes, and addresses any concerns employees might have," she adds. This open communication helps maintain a strong organizational culture and aligns everyone towards common goals.

The Future of Remote Work: Flexibility and Employee Choice

Looking ahead, Scheib envisions a future where flexibility and employee choice are paramount. "The pendulum will continue to swing back and forth between remote and in-office work," she predicts. "Employees will choose based on their needs and preferences, and employers will have to adapt to attract and retain talent."

This adaptability is crucial, especially in industries where some roles cannot be performed remotely. Scheib highlights the importance of equitable treatment and support for all employees, regardless of their work arrangements. "It’s about fairness and ensuring that everyone, whether remote or in-office, feels valued and supported."

Scheib also notes that the flexibility offered by remote work can cater to different life stages and personal circumstances of employees. "People make career choices based on the season of their life. For instance, someone with young children might prefer the flexibility of remote work, while someone else might thrive in an office environment. As employers, we need to provide options that accommodate these varying needs."

Conclusion

The shift to remote work is not just a tactical problem but a transformative change that requires adaptive leadership. Scheib’s insights underscore the importance of intentionality, trust, and continuous iteration in making remote-first work successful. As companies navigate this new landscape, the lessons from Crunchbase offer valuable guidance on fostering a productive and engaged remote workforce, and I will be sharing these learnings with client companies who I am helping address frustrations with flexible work models.

 

Key Take-Away

Crunchbase adopted a remote-first model, emphasizing flexibility with optional offices. They address onboarding challenges through mentorship, measure performance via OKRs, and foster trust, transparency, and communication with weekly town halls and feedback...>Click to tweet

 

 

Image credit: Yusef Wiley/pexels

Originally published in Disaster Avoidance Experts

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Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.