Chris Savage is the Co-Founder and CEO of Wistia, a leading video hosting platform that gives marketers everything they need to get bigger results from their videos and podcasts.
Wistia.com – The video host with the most.
3 Value Bombs
1) Remember that all of us are complex human beings sitting at home. Just because we are not in-person anymore doesn’t mean that we don’t care who we’re working with and how the work is done. You have to build systems that allow you to hear from your people.
2) A lot of communication and understanding with how people are doing happens when in person. These are really simple things but are unbelievably hard when remote if you don’t have systems for them.
3) In a world where work and life are so blended, it is really important that people will come to wherever they are working and feel like what they’re doing at work matters.
**Click the time stamp to jump directly to that point in the episode.
Today’s Audio MASTERCLASS: Why Working Remote is More Toxic Than In Person: Lessons for Leaders in the Hybrid Workforce.
[1:16] – Chris shares something that he believes about becoming successful that most people disagree with.
- A lot of predicting the future is not that hard. We see the future around us often. One of the hardest things to get right is timing. The mistake that people make is having too short of a time horizon.
[4:22] – There are major challenges when it comes to managing businesses remotely. What are the biggest that you’ve experienced?
- A lot of communication and understanding with how people are doing happens when in person. These are really simple things but are unbelievably hard when remote if you don’t have systems for them.
- Staying on the same plan is not that hard. What gets really hard is when you’re going through big changes. All the systems of feedback that exist in person do not exist the same way remotely.
- You feel energy in-person that you don’t feel remotely.
[8:37] – The toxicity of remote culture.
- Over time, you build a strong muscle about sensing people’s emotions. When things are remote, that sense is not there.
[13:58] – The out-of-sight, out-of-mind mentality—how do we combat it?
- The answer is intention. We have to have more intentional.
- Be present and put yourself where people feel comfortable saying hello.
- If you are available, there will always be people who are on the fence and want to tell you something.
[17:09] – What are some of the best practices for managers to manage remote workforce to minimize damages?
- Be intentional and have formal and informal lines of communication.
- Do Q&A for every team, every month. The goal is to have a smaller group so everyone gets a chance to ask questions.
- Be informal. Schedule 15-minute meetings with random folks without any agenda. Just cover things that come up.
- You can’t manage a business that is fully in-person the same way you manage a business that’s hybrid or remote.
[21:52] – Chris talks about morale and culture.
- Everyone wants to know how their work matters
- Be crystal clear with the goals that you set.
- In a world where work and life are so blended, it is really important that people will come to wherever they are working and feel like what they’re doing at work matters.
- It’s important to plan things that are effective in remote work.
- Don’t underestimate how valuable a small amount of in-person time could be for making remote connections much stronger.
[26:12] – Chris’ key takeaway and call to action for Fire Nation!
- Remember that all of us are complex human beings sitting at home. Just because we are not in-person anymore doesn’t mean that we don’t care who we’re working with and how the work is done. You have to build systems that allow you to hear from your people.
- Wistia.com – The video host with the most.
Boom, shake the room, Fire Nation. JLD here and welcome to Entrepreneurs On Fire brought to you by the HubSpot Podcast Network with great shows like the shakeup today, we'll be breaking down. Why working remote is more toxic than in-person lessons for leaders in the hybrid workforce to drop these value bombs. I brought Chris Savage into EOFire studios. Chris is a co-founder and CEO of Wistia, a leading video hosting platform that gives marketers everything. They need to get bigger results from their videos and podcasts. And today Fire Nation, we'll talk about some of these major challenges. We'll talk about how remote work can actually be toxic and culture can suffer as a result.
We'll talk about the out of sight out of mind, mentality, some best practices for managers and so much more. When we get back from thinking our sponsors, according to a survey over two thirds of Americans are planning to travel in the upcoming months. This means that airlines restaurants and more have been ramping up their hiring, who do they turn to ZipRecruiter ZipRecruiter technology finds qualified candidates for your job, and you can easily invite your top choices to apply. And right now you can try ZipRecruiter for free at ziprecruiter.com/fire. Turn your small e-commerce business into the next big thing with Klaviyo. Klaviyo is the easy to use email and SMS platform that gives you everything you need to build genuine relationships with your customers. Give it a try with a free account at Klaviyo.com/fire.
0 (1m 30s):
That's Klaviyo.com/fire. Chris say what's up to Fire Nation and share something that you believe about becoming successful that most people disagree with.
1 (1m 44s):
What up Fire Nation super excited to be here? I think a lot of the predicting the future is actually not that hard. I think we see the future around us often. We see it's like, you know, we see people doing things that make sense everyone's going to do. I think one of the hardest things to get right though, is actually just timing. And so people, the mistake that people make is having too short of a time horizon. And so if you can have a long enough time horizon and you can be pretty sure about what's going to happen in the future, then the secret is like, how do you actually stay motivated and keep going? And that's a lot of like, wha what fulfills you?
1 (2m 27s):
What makes work fun? What makes the challenge fund? And if you can, if you can stay focused on the right problem for a long time, you might not be able to predict when the market's going to turn when everyone's going to adopt a new behavior, but you don't have to, if you're still present and focused and working on that. And that, that has been something I've learned that lesson, I've been doing this for 15 years and I've learned that lesson a few times that we're like, wow, this is going to happen. Oh, we're completely wrong on timing. Ah, we're still doing it. And then the market came. And so, yeah, I think it's, we like to think that this stuff happens really quickly and sometimes it does, but that the timing is usually actually the hardest part to predict.
0 (3m 8s):
I love this concept. And Seth Godin actually talks about this a lot in his book, the dip where he just goes over example after example where just these companies and businesses and just even so launch maneuvers, they just go into this depth and they have the right concept. They have the rights ideas, they're even passionate about this, but they just don't get through the debt. They don't give it enough time. And they give up that, you know, three feet from gold kind of mentality. And then they look back in the like, oh, if I just held on. So it's a really interesting concept. I mean, I tell everybody that's, you know, joins our community podcast is paradise. I say, listen, entrepreneurs on fire launch in 2012.
0 (3m 49s):
What was I that I, that I launched in 2012, if I launched that in 2021, it fails at that iteration. This would be the wrong timing for it. But in 2012 it was the right time. And so I had some luck there. I stuck with it and the market grew with what I launched. So, so much to think about there, Fire Nation, when you are going through your process, what are you going to be able to be passionate about long enough to keep interested in continuing to do the thing until the market turns in your favor. Now, as I mentioned in the intro, we're talking about why working remote is actually more toxic than in person. And I love this concept with Chris because he is the CEO and co-founder of Wistia. So it's really interesting that a video individual, a guy that's know has such an experience in the online video world here is so such a believer in this topic.
0 (4m 41s):
So I want to be honest with Fire Nation right off the bat, because there are some major and I mean, major challenges when it comes to managing a business remotely. So share some of the biggest that you've experienced.
1 (4m 54s):
First of all, it's funny me even saying this because you know, I've built a company that was predominantly in-person and we had just started to have remote working, become like remote for us was a thing that we used to kind of retain folks who were going to move. And we're like, oh, you're great. We want to keep you, this is a pre pandemic. And then we just started hiring people remote, like, oh, we're figuring this out. Like we can do the hybrid thing. And then obviously thrown into fully remote, due to COVID as, as everyone was. And I think like the chat, like communications, a lot of communication that happens in person. There's a lot of understanding of how people are doing of whether or not a message is resonating.
1 (5m 37s):
Really simple things that just get unbelievably hard when remote, if you don't have systems for them. And this was not obvious, I think in the first three months of being remote. Cause we're all just like trying to survive. But over time I've seen that there are a lot of things that are way harder to get right remote than they are in person and getting them wrong can create a situation where you can have, you know, things like way more toxic toxicity in the workplace, which doesn't even seem possible because what's the workplace or your house, right? Like, so it doesn't, it doesn't feel like a thing that could happen, but it's something that, yeah, that just gets really hard when communication gets harder.
1 (6m 20s):
And these psych subtle S all these subtle things get removed.
0 (6m 26s):
Well, what would you say is maybe the biggest challenge of managing a business remotely? Like, what did you experience? You're just like, wow, this is way harder than I expected.
1 (6m 37s):
Hang on the same plan. Not that hard. Like if you're, if you have a really well laid plans and you get those well laid in person, and you communicate those in person and people discuss them and push back, whatever, that's, you can stay on a plan. Like that's not hard. What's what gets really hard is when you're, when you're going through big changes, which we've all been going through, all the systems of feedback that exist in person do not exist in the same way remotely. Right. So if you're having a zoom meeting, instead of an in-person meeting in person, you could literally hear someone groan or someone can interject mid-sentence or people, or gets dead silent.
1 (7m 19s):
If you're saying something, it does. I've definitely said things that don't resonate. You could hear a pin drop. Right? Well, a lot of remote working in meetings in particular, everyone's on mute. It's nothing, but the pin drop you can't tell what's working versus what's not. And I'm sure you've been in these meetings where you see people like doing the head nod. Oh yeah. The really big head nod. And they're trying to show, I agree with you, like, and it's like, why are they doing that? They're doing it because in person you could just feel the energy and you can, and you can't feel it remotely. And so when you're going through change, it gets a lot harder to tell, like, are people on board? Are they not?
1 (7m 59s):
Are they excited? Are they pissed? Are they confused? Are they bought in? Like, and you have to have different systems to understand that. And I think it's a mistake to assume, you know, the silence is agreement when, when you're managing business rules
0 (8m 17s):
And people have just gotten really good at like holding their phone, just like under the camera view. So you can't see it. And then just going to tick doc, and then just obsessing with Tech-Talk for like, you know, the entire intro, you know, the entire meeting and just not catching anything. And then, you know, maybe the recording gets set out, sent out and they watch it at four X speed and they pick up on the important things and they go about their day. But let's be honest. Remote culture has actually been praised for decades now, especially in the digital nomad community. I mean, Tim Ferris with his book, like 15 years ago, you know, made the four hour workweek, such a big deal for so many people. But let's talk about the other side of the coin. Why can remote culture be actually more toxic than in person?
0 (9m 0s):
I mean, we've been talking about this subject thus far, already in our last little share, but let's really get detailed now about the toxicity of this remote culture.
1 (9m 10s):
If you're walking around an office and you see someone who's upset, you, you wonder you're, so yourself, why are they upset? It's a very simple, simple thing. Or if you hear a meeting in a conference room and it gets a little rowdy or people walk out of it and their heads are like hanging low, you just ask obvious questions, which is like, what are those people meeting about? And why is everyone upset? And over time you could build like a really strong muscle around sensing are teams happy? Are they not? And I just took for granted that that was happening in person. And I took for granted that it was so easy to get an answer on what was up or dig in.
1 (9m 51s):
Right? Like you see people, they walk by you, they look upset, you ping their manager, Hey, what's going on? You're like, oh, someone's quitting. Or, you know, somewhat some, we just got some really bad news on some project. We were trying something. You have a sense when things are remote, like you don't have that sense at all. Meetings can happen where everyone comes out of them like dejected or everyone comes out of them upset. And no, nobody knows. Like it's just someone sitting in their, in their home alone and they walk away from the computer and they don't necessarily think I should tell everyone about this problem or whatever. And so if you have interactions that are really going poorly between folks where in person, you would kind of hear about it, it can just go completely silent when things are remote.
1 (10m 42s):
And it becomes a, you know, he said, she said situation like I had. Cause people start reporting on things that no one else witnessed and no one else was around. And that can create a really tough environment.
0 (10m 58s):
So Fire Nation, we talked about some really interesting things that I hope you're going to be able to implement into your remote workforce, to the level that you have on right now. We're going to be talking about some really interesting things after the break out of sight, out of mind, some best practices for you managing a remote workforce and so much more. When we get back from thinking those sponsors, getting an online business off the ground, isn't easy. There are a lot of moving pieces when it comes to building an e-commerce brand. So if you find yourself working late, tackling a to-do list, that's a mile long with your fifth cup of coffee by your side. Remember great email. Doesn't have to be complicated. That's what Klaviyo is for Klaviyo is the email and SMS platform built to help e-commerce brands earn more money by creating genuine customer relationships.
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0 (12m 26s):
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0 (13m 9s):
One more time, ziprecruiter.com/fire, zip recruiter, the smartest way to hire. So Chris we're back and I kind of teased before the break that out of sight, out of mind, mentality that some managers do have. So let's just be honest, it's going to happen. So how do we combat it?
1 (13m 29s):
The answer is intention and over communication is not really a word anymore. It's like, I think we have to have much more intention as leaders. We have to ask yourself the question, you know, if you were, we used to hear a lot about walk around management and are you just like getting a sense of how people are doing and what's happening? And that helps solve a lot of problems. Like you have to ask yourself the question, how do you do that when you're reading?
0 (13m 55s):
But you know, Chris, what kind of comes to mind when you say that is office space with that guy, just walking around with a cup of coffee, going up to the cubicle sibling and saying, so how about those TPS reports? So, I mean, what, what is like a good way to do kind of walk around management that doesn't, you know, kind of puts you in that tool category.
1 (14m 14s):
I think it's being present and putting yourself in a place where people can feel comfortable saying hello and just like having quick conversations. And yes, the TPS report over someone's shoulder is not, it's not going to be that's, that's not going to work. Although there is some truth, right? Like they're making fun of real thing, which is like, if you were just available, there's all these people who are always on the fence of telling you something. And I think this is even more true. The bigger company gets, the more true people are actually more on the fence because they assume you already know what's happening. They assume, you know, there's a problem. They don't want to be a tattletale. They don't want to create it, create an issue where there shouldn't be one.
1 (14m 57s):
And so just being present helps people feel comfortable of like, Hey, actually, maybe I should tell Chris this thing. And I learned over the years that that was like, as simple as like I would sit on a couch on the first floor of our building and work there for a few hours and people would pop by and say hello. And some people would sit down and that it was that simple. But to do that remotely, there, there isn't a couch. Like there's no lobby,
0 (15m 22s):
There's no kind of like just random walk buys that are happening kind of organically. And I think that's definitely one thing that a lot of people really found that they missed during the pandemic was just, just being around people. I mean, of course we all love our alone time, whether you're an extrovert, an extrovert in the max or an introvert to the max, like we all love our alone time to some level. But then when we got it forced upon us 24 hours a day and basically solitary confinement, in some ways we started realizing like, wow, like I actually really miss just kind of being in a room with people, the energy, cause what are we, when it comes down to like the core of our atoms, like we're just energy. And when our energy is combines, there's some really fascinating things that happen, Fire Nation.
0 (16m 4s):
And it's so true that that's like synergistic energy is just there in his present. And so many people, myself included really missed that so much more than even I expected. And I consider myself an extrovert, so I expected to miss it, but I hadn't missed it even more than even I expected. So some really interesting things about everything that Chris is talking about here, and let's get kind of detailed for a second about the best practices that you've seen, that you've implemented for managers to manage a remote workforce, to kind of minimize this damage we're talking about.
1 (16m 39s):
I have to be intentional and you have to have lines of communication that are formal and more formal and you also need more informal. And so that looks like, you know, being crystal clear with the meetings that you have, that people should go to and always recording them and transcribing them previewing messages. One of the things we've learned to do is cascade communication. So we won't just go to an all company meeting and surprise everybody with something we will, if we're doing something big and something that's new, the first thing we'll do is go to the senior management team and make sure they all understand they're bought in and they've had a chance to push back. And then we go to the man, the, all the managers and do the exact same thing. So by the time we're introducing something that's been new and big to the company, you can go to your manager directly after that meeting and ask a question and they will, they will have an answer.
1 (17m 29s):
We do Q and a by team every month. And the goal of that is to have a smaller group for 30 minutes that people know that they're always going to have a chance to ask questions. They can do it by themselves, like say it out loud, or they can do it anonymously. But we're trying to build that culture to make sure that people feel comfortable asking questions. And then you have to do a lot of more informal things. And so I would suggest like scheduling very short, like 15 minute meetings with different folks around the company with no agenda. And I think that's actually the key. It's like the in-person run ins and stuff had no agenda.
1 (18m 9s):
You were just covering whatever came up. And I think that's super important. And I would say like, you know, it's important to use video for meetings. And it's also important to, to do meetings where there's no video, you have to actually do both because it turns out some people self-conscious, it is tiring to be on camera on camera all day, but it also, you can get different cues and ask things about people in their life and in their home and all that kind of stuff. And then the other thing you can do is like you can do just calls. And the amazing thing about a call is like, you can go on a walk and talk to somebody else and your brain works in a different way and you have a different level of like comfort and in formality.
1 (18m 49s):
And I, I find that it's like a mix of these different things that you need to do. And then the, the probably the biggest, most important thing that I haven't even mentioned yet is like, you can't manage a business that was fully in person the same way that you manage a business that's hybrid or remote. Like you must have way more asynchronous communication and you have to get people comfortable with like pushing back in written form and writing up things so that meetings can be shorter and everyone's more aligned going into them. I mean, similar to the, the Amazon style, like you don't have to have the, the, their, you know, their crazy level of detail in your notes.
1 (19m 32s):
But like, I think making sure that people are all aware of people are on the same page, walk into a meeting. So a meeting can be more about discussion around whether isn't alignment versus like trying to gain massive alignment in the first place.
0 (19m 47s):
The things that I love, their Fire Nation, the QA by team. Like, I love that concept. So everybody always knows and feels like they have a voice that matters. And they're going to be heard, you know, this kind of goes back to a concept of, you know, when you're just part of these companies where there's more than like 150 people, you know, some companies that are 500 thousands, tens of thousands, that's tough for like an individual because we have this like tribal 150 person limit. That goes way, way back to like 50,000 years ago. And we have a hard time coping with things bigger than that, just because that's kind of how we have always been, like, that's been the tribal unit. And then once you kind of get up to like couple three, 400 boom one try breaks off, and now you have two tribes that are off doing some other things and there you have the world that's been populated.
0 (20m 35s):
So having the smaller team concept really makes you heard and makes you feel just at your core, this is right. I'm being heard. And I also loved how you even brought that audio. Only, only thing because Chris, I, I think that's one of the bigger reasons why clubhouse became so big because a lot of people were just like, I just love the fact that I can just go on there and I don't have to have good lighting. I don't have to have by good face on, I have to sit there and like, and be nodding my head, you know, the head nod and pretend like I'm listening. Like I can be on walks. I can be on a treadmill and I can be consuming great content. And again, so a mix of both, and I want to end with a bang and talk about morale and culture. I mean, it's two things that you've done exceptionally well in Wistia over the years.
0 (21m 19s):
So I know we've talked around these a lot, so we've mentioned a lot about, you know, what would make a good morale and what would make good culture within a company with things that we chatted about, but let's get specific with one or two really actionable things that maybe you've done or seen that could really keep companies on fire where they remote workforce in that morale and culture sector.
1 (21m 42s):
So this one is simple. Everyone wants to know how their work ladders up to the company. And I think one of the most important things is being crystal clear, actually like in the goals that you set, like, what are the goals of the company? What are the goals of the team and what are the goals for an individual so that you can ladder up and you could see if I'm successful with my goal itself and my team, if I'm playing my team, I'm helping the company. If I'm up with a company I'm having an impact on like in a world where work and life are so blended, I think it is really important that people can come to wherever they're working, their couch or their kitchen or their office, or what have you. And they can feel like what they're doing at work matters.
1 (22m 25s):
And what they're doing at work like really is impacting the business. And that's obviously where growth comes from and that's where opportunity comes from. So I always think like you wanna, you want to try to get focused on that. And that comes through like really good communication down, really good communication up and really good communication sideways and you know, everything we've been talking about. And then I think the other thing is there's a lot of stuff that seems so silly. Like, I don't know if you've watched the office recently, but at some point during the pandemic, I'm watching the office, I feel like nostalgic and sad, like watching all these people together at sometimes like things that they were making fun of, like, you know, the party planning, committees and stuff, which seems so ridiculous.
1 (23m 10s):
And they're so easy to like, laugh about and make fun of like, but there is truth that it's nice to have nice to have things with your coworkers that show you that you are not just like working machines, right. That like we actually are human beings. And I think you have to give permission for folks to experiment and be themselves and have fun. And like things that we've done are we've done hackathons fully remotely. An example of something that came out of, it was like a team made a radio station and called Wistia FM. And so employees get on there and they spin different like music tracks and they are the DJ hosting it and it's on everyone's calendar.
1 (23m 50s):
And you can like listen throughout the week and feel like this connection to, to other people in the business. And so I just, I think it is actually really important to plan things that are appropriate to a remote world, right? Like you shouldn't go and do like the cake cutting thing where everyone's remote and they can't have a slice, but like you probably should consider the gaming with folks. And, you know, the VR mini golf as a favorite and like, do what are the things you can do that give people that space to see that it's not just like you come into work and you're in and out, and you don't feel that that extra connection to the people you're working around you.
1 (24m 33s):
Last thing I would say, this is so simple, but like all my friends who have run remote first businesses before the pandemic always tells me, like in a remote first business, you still need to connect with people in person. And I would encourage folks like it's, don't underestimate just how valuable a small amount of in-person time can be for making remote connections much stronger. And there, there are ways to do that safely and do it outside and do a testing and do it in mass. But I, I'm a big believer that just a little bit of that goes a very long way towards keeping people connected and keeping them excited.
0 (25m 13s):
Everything we talked about here today, I hope you now understand why working remote can be more toxic than in person. If you're not taking the right steps in that you really got some great lessons for your business in this hybrid workforce that's frankly is going to be a part of our future for ever. So Chris, give us the one major takeaway you really want to make sure foundation gets from everything that we chatted about here today. Anything you want to share about how we can connect with you in Wistia and everything you have going on. And then we'll say goodbye.
1 (25m 46s):
The biggest takeaway I would, I would say is you have to remember that all of us are like complex human beings sitting at home. And just because we're not necessarily in person with each other at all every day or at all anymore, doesn't mean that we don't care about who we're working with or how the work is done. And you have to build systems that allow you to really hear from your, from your people to hear from your team and to know what's really up. And I think that's the difference is like when, you know, there are issues, you can deal with them. If you have the feedback loop you can iterate, like, but you just, you have to be more intentional. And I think when you do that, you can build, you know, I think hybrid working is actually incredible, like to give people the flexibility to live, where they want and have a connection to work and do great things.
1 (26m 37s):
But like in many cases have a better quality of life by living closer to family or living in different locations. So I'm, I'm a fan of hybrid working, but I think you just have to be much more intentional with all of the communication to make it happen. And as for me, I have my own podcast talking too loud where I, I talked to folks about the things that get them excited and me excited, which is, you know, the intersection of creativity and entrepreneurship and investing. And you can find me on Twitter at C Savage, or if you could learn more about firstname.lastname@example.org. So yes, thank you for having me also, this was, this is really fun. I love, I love this format and I, I love what you guys are doing.
0 (27m 16s):
That's and Fire Nation. You're the average of the five people you spend the most time with. And hello, you've been hanging out with CS and JLD today. So keep up the heats head over to EOFire.com. If you type Chris in the search bar, the show's page will pop up with links to everything that we talked about here today. Of course, check out his podcast, talking too loud, check them out at Sea Savage on social. And of course, Wistia is a fantastic company in video platform and more check it out to learn all about that. Austin missing Chris, thank you for sharing your truth, knowledge value with Fire Nation today. For that we salute you and we'll catch you on the flip side.
0 (27m 57s):
Hey, Fire Nation today's value bound content was brought to you by Chris and Fire Nation. Do you have an online store idea? Check out the ideato store contests by.store domains. They're giving away cash prizes up to $30,000 for sharing your online store ideas. Learn more at www.ideato.store. That's www.ideato.store. And I'll catch you there, or I'll catch you on the flip side. According to a survey over two thirds of Americans are planning to travel in the upcoming months. This means that airlines restaurants and more have been ramping up their hiring, who do they turn to ZipRecruiter?
0 (28m 39s):
ZipRecruiter technology finds qualified candidates for your job, and you can easily invite your top choices to apply. And right now you can try ZipRecruiter for free at ziprecruiter.com/fire. Turn your small e-commerce business into the next big thing with Klaviyo. Klaviyo is the easy to use email and SMS platform that gives you everything you need to build genuine relationships with your customers. Give it a try with a free account at Klaviyo.com/fire. That's Klaviyo.com/fire.
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