In 2017, I wrote extensively about the benefits of founding and running a fully-remote company.
But in just the last two weeks, people have been calling me for advice. They know I’m the founder and CEO of Articulate, a highly profitable e-learning company that’s always been fully remote. With the COVID-19 coronavirus spreading, they’re scrambling to create emergency plans for staff to work from home. If you, like them, are looking for tips on how to quickly spin up remote work, check out this timely article by my business partner, Lucy Suros, president of Articulate.
Earlier this summer, I posted an article on why I chose to build a fully remote company before it was cool.
A few days later, I received an email from an investor at a private equity firm. He’d read my article and was desperate to know how we’ve scaled at Articulate.
“I’m the crazy one running around the office trying to convince people that remote work/distributed teams is the future of corporate structure,” he said. “But I’m continuously told that it’s a good way to start a business, not a good way to maintain a large and successful one.”
Are his colleagues right? Does the remote model prevent growth? Does it break down when you start to grow? Are there limits to what you can do remotely? …
I’ve made stellar hires who have propelled my company’s success. I’ve also made some bad hiring decisions. In the last decade, our bad hires have cost Articulate several million dollars. And we’re not alone. CEO Tony Hsieh estimates that bad hires have set Zappos back $100 million.
But hard costs are just the beginning. Bad hires infect your company like a virus. If they’re not pulling their weight, bad hires demoralize other people on the team. …