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The best remote companies I've seen do almost everything online, via email and telephone. But they also get together face to face on a regular basis.

Margaret Heffernan

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Margaret Heffernan
Age: 69
Born: 1955
Born: June 16
Businessperson
Writer
Texas
United States
Also
Basis
Together
Companies
Best
Bases
Telephone
Everything
Seen
Telephones
Almost
Remote
Company
Email
Face
Regular
Faces
Online

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Once you have power, you are inevitably surrounded by people who have their own agendas and will tell you whatever advances them.
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You cannot fix a problem that you refuse to acknowledge.
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I'm all for ambition and stretch goals. I set them for myself. But leadership isn't the same as cheerleading. Believing in something is a necessary but absolutely insufficient condition for making it come true.
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The truth won't set us free until we develop the skills and the habit and the talent and the moral courage to use it.
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[For constructive conflict,] we have to resist the neurobiological drive which means that we really prefer people mostly like ourselves.
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Most people have their best ideas when they take their minds away from problems they're trying to solve.
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Any fool can buy talent only real leaders develop it.
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In our house, mother’s day is every day. Father’s day, too. In our house, parents count. They do important work and that work matters. One day just doesn’t cut for us.
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On overnight flights, I have trained myself to get to sleep almost instantly after takeoff. I always listen to the same audiobook on my iPod so my brain knows, regardless of time zone, that that voice means it's time for bed.
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Bosses and leaders everywhere should cherish the people who bring them bad news, disappointing data or hard problems.
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Companies don't have ideas only people do. And what motivates people are the bonds and loyalty and trust they develop between each other. What matters is the mortar, not just the bricks.
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The biggest catastrophes that we've witnessed rarely come from information that is secret or hidden. It comes from information that is freely available and out there, but that we are willfully blind to.
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money appears to motivate only our interest in ourselves, making us selfish and self-centered...Money makes people feel self-sufficient, which also means they don't need or care about others it's each man for himself
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Most executives I know are so action-oriented, or action-addicted, that time for reflection is the first casualty of their success.
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We know - intellectually - that confronting an issue is the only way to resolve it. But any resolution will disrupt the status quo. Given the choice between conflict and change on the one hand, and inertia on the other, the ostrich position can seem very attractive.
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If we aren't going to be afraid of conflict, we have to see it as thinking.
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Building businesses takes tremendous stamina, and success isn't achieved without it.
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Those in powerless positions aren't about to complain about bullying bosses, abusive supervisors or corrupt co-workers. There is no safe way to do so and no process that promises redress.
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Openness isn't the end. It's the beginning.
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When we confront facts and fears, we achieve real power and unleash our capacity for change.
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