Steve Anson, CEO of Vortala, shares insights on the benefits of remote work in a conversation titled “Benefits of Remote Work – Remote Work Life.” He starts by expressing well wishes and encouragement for those considering remote work opportunities, highlighting its increasing importance in the evolving landscape of the world of work. Reflecting on Vortala’s journey, Anson notes that a decade ago, offering remote positions raised skepticism, with people questioning the legitimacy of such jobs. However, he emphasizes that remote work has now become mainstream, with commuting challenges making it an attractive option. Anson underscores the flexibility remote work provides, citing his team’s informal rule that he can’t attend lunch if still in pajamas. He predicts a growing trend where employers will increasingly offer flexibility to their teams.
The conversation then delves into the personal experiences of the interviewer, who fell into remote work and acknowledges the existence of skeptics viewing it as a “get-rich-quick” or “make money online from home” scheme. Anson counters this perception, asserting that remote work is a tangible and legitimate career option. The interviewer expresses the intent to showcase real stories of individuals like Anson, who have successfully embraced remote work, dispelling doubts and showcasing its authenticity.
Addressing concerns about managing a geographically dispersed team, Anson dismisses the notion that physical proximity guarantees trust. He emphasizes the importance of empowering teams to feel trusted and to build that trust, regardless of physical location. Anson argues that proximity does not solve trust issues, and remote teams can be as effective and trustworthy as those working in a shared office space. He underlines the need for talented individuals to feel trusted, making it a crucial aspect of remote team management.
The conversation takes a turn to hiring considerations for remote teams, with the interviewer seeking advice on identifying the right candidates. Anson acknowledges the complexity of hiring decisions, mentioning the use of psychometric tests but also advocating for trusting one’s instincts. He suggests that hiring managers, particularly those looking to expand their remote teams, should balance data-driven assessments with gut feelings. The dialogue closes with a question about determining if a person is the right fit for a remote team, recognizing the inherent challenge of making such judgments with absolute certainty.
