Remote audiobook cover - Office Not Required

Remote

Office Not Required

Jason Fried and David Heinemeier Hansson

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Categories:
Management & LeadershipCorporate CultureEntrepreneurship

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Remote
Benefits for Employers+
Benefits for Employees+
Debunking Office Myths+
Implementation Strategy+
Managing Remote Culture+

Quiz — Test Your Understanding

Question 1 of 8
According to the text, what is a primary benefit for employers who offer remote work options to their existing staff?
  • A. It significantly reduces the company's real estate taxes and overhead costs.
  • B. It prevents them from losing highly trained employees who need to relocate for personal reasons.
  • C. It allows the company to legally lower existing employees' salaries based on their location.
  • D. It eliminates the need for traditional human resources departments.
Question 2 of 8
How does remote work improve an employer's ability to evaluate an employee's true performance?
  • A. Managers can install advanced tracking software on remote computers to monitor keystrokes.
  • B. Remote workers are required to submit daily hour-by-hour logs of their activities.
  • C. Managers can conduct more frequent and rigorous virtual performance reviews.
  • D. It removes the bias of secondary factors, allowing managers to judge employees solely on the actual quality of their work.
Question 3 of 8
How do the authors address the common argument that remote work makes it difficult to build a company culture?
  • A. They argue that company culture is built through shared values and goals, not by having the same lifestyle or lunch hour.
  • B. They admit that culture suffers, but claim the financial savings of remote work make up for the loss.
  • C. They suggest hiring a dedicated manager to host mandatory daily team-building video calls.
  • D. They state that company culture is an outdated concept that modern businesses no longer need to succeed.
Question 4 of 8
What approach do the authors recommend for a company wanting to test the waters of remote work?
  • A. Allow one single employee to work from home for a week to see how they perform.
  • B. Instantly close the physical office for a month to force the whole company to adapt.
  • C. Have an entire team work remotely a few days a week over a couple of months.
  • D. Only allow executives and senior management to work remotely during the first year.
Question 5 of 8
To ensure effective collaboration among remote teams spread across different locations, what strategy did 37signals implement?
  • A. Requiring all employees to work the exact same 9-to-5 schedule regardless of their local time zone.
  • B. Mandating a four-hour overlap where team members are available to work simultaneously.
  • C. Keeping communication lines open and active 24 hours a day so no one is unreachable.
  • D. Flying team members to headquarters every week for a mandatory collaborative workshop.
Question 6 of 8
Why do the authors recommend that remote companies still hold occasional in-person meetings, such as twice a year?
  • A. To conduct formal annual performance reviews and handle disciplinary actions.
  • B. To connect an online name with a face in the real world, which helps build trusting and loyal relationships.
  • C. To satisfy legal and human resources requirements for corporate compliance.
  • D. To brainstorm all new ideas, as innovation can only happen during face-to-face collaboration.
Question 7 of 8
What is identified as a hidden danger for remote workers compared to traditional office workers?
  • A. They are significantly more likely to spend their work hours browsing entertainment sites like YouTube.
  • B. They tend to take too many unauthorized breaks to do household chores.
  • C. They are prone to working too much and burning out because they aren't bound by normal office hours.
  • D. They lack direct supervision and generally produce lower quality, uninspired work.
Question 8 of 8
How can managers prevent remote workers from feeling like 'second-class workers' if they aren't the majority of the workforce?
  • A. By paying remote workers a higher base salary than in-office workers.
  • B. By having a manager do some remote work themselves to understand the remote worker's experience.
  • C. By requiring remote workers to keep their webcams on all day so they feel seen.
  • D. By exempting remote workers from difficult or high-stress collaborative projects.

Remote — Full Chapter Overview

Remote Summary & Overview

In Remote, you are given an inside look at a new kind of work relationship made possible by modern technology, called “remote work.” The book details companies’ common fears about allowing employees to work remotely and in contrast, outlines the many benefits of remote work. Importantly, it offers practical advice to managers who employ remote workers or are considering introducing remote work options for their company.

Who Should Listen to Remote?

  • Managers who need to find solutions for employees
  • Anyone who is considering trying out remote work at their company
  • Anyone looking for a better way to organize their workforce

About the Author: Jason Fried and David Heinemeier Hansson

Jason Fried is one of the co-founders of web application company 37signals, where David Heinemeier Hansson is also a partner. (As of February 2014, 37signals changed its name to Basecamp.) The duo has co-written a number of best-selling business books, including Rework and Getting Real.

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