And why trust is essential in managing remote talent & decentralized teams

As the gig economy grows and the flexibility that comes with remote work becomes increasingly popular, many companies are seeing a change in their HR strategy.

And for many new companies, that means launching their businesses remote-first.

Which is what we’re doing at Digital 55.

There are a lot of benefits that come with working with a remote team. Not only does the flexibility that comes with working remotely appeal to millennial workers (sure, it’s a buzzword, but remote flexibility is a huge value-add to a new generation of talent), but remote workers actually tend to be more productive.

And with almost 50% of millennials currently freelancing, it made sense to build a business model that supports our interests in terms of talent curation and flexibility, as well as our team’s dynamic and evolving career interests.

Maybe it is a case study on collaboration: proving that great minds who collaborate well together can work across any distance, space and circumstance.

Of course, operating a business with a team that is rarely ever in the same brick and mortar location comes with its challenges. But by leading from a place of trust, we have been able to curate a team of talented, hardworking, innovative, and reliable remote workers.

The Digital 55 Model

It wouldn’t be Digital 55 if it wasn’t inspired by the arts.

We use a model inspired by the film industry, where we curate a talent roster of freelancers who work on a project-to-project and retainer basis, and who continue building their own skills, having the freedom to take on multiple projects of various scope and diversity across the company.

Sometimes referred to as the “Hollywood model”, this approach means “a project is identified; a team is assembled; it works together for precisely as long as is needed to complete the task; then the team disbands.”

This was appealing to us because it has allowed us to curate talent on a project-by-project basis, and we can work with different researchers, writers, designers, media talent, or developers on various jobs depending on the project’s needs and the freelancer’s skill set.

This model appeals to the talent as well, because no individual is tied to one vision or one employer — they are free to take on other projects with other companies if they wish — and they can hone and grow their skills as they go, diversifying their own perspective, experience, and approach.

The decentralized “film” model has allowed us to be very agile as our business grows and allows us to work with diverse talent. This model offers a sense of stability and community over the course of a project, while also allowing the flexibility and freedom that makes freelance work appealing.

Challenges of a decentralized model

Like any workplace, managing a decentralized team of course comes with its challenges. Here are two challenges we are working on refining and de-stigmatizing:

1) Managing client trust

Not every client may be so open to working with an untraditional team. If a client is one who appreciates a more formal, traditional workspace, we must be very careful about how we pitch to them and nurture that relationship to make them feel comfortable with the approach. Many clients are still looking for a team with an office and desks, and may see a remote model as risky.

At the end of the day, this model actually provides greater value for clients on their projects and deliverables because money goes directly into the project and the talent instead of paying for traditional overhead costs.

At Digital 55, we are disrupting what a stable and professional team looks like — and de-stigmatizing the nature of project-based work and delivering digital experiences that push the boundaries technically and creatively.

2) Less security in confirming talent

In terms of human resources, by not having a traditional employment agreement or exclusivity contract, you take the risk that a freelancer you want to work with may not be available when you need them.

We combat this challenge by staying well-connected to a strong roster of talent and keeping open communication with our freelancers in case we’d like to book them in advance. These strong professional and even personal relationships have been cultivated through years in the industry, and there is a deep loyalty that comes with that. Every person in the freelance pool isn’t always available—but they also actively look for ways to keep working together.

In this way, it is like a startup business or film production. There are certain collaborators who you’d look at as key talent and the relationships you cultivate offer that sense of stability and commitment.

The key to success with remote teams

Ultimately, the key to successfully curating a decentralized, remote team is trust.

Start by hiring talent that you know can deliver, and then build that trust by giving them the space to execute. Connect team members with each other for different phases and hand-offs, and step back to allow communication and information to flow naturally.

By building a sense of autonomy for your team into the project timelines, they will feel empowered to do what they do best and run with it. Though not everyone will feel totally comfortable working within this model at the start, cultivating a sense of trust from the beginning allows them to feel comfortable to deliver — and always at the highest quality.

By hiring smart, setting clear expectations, and keeping open and honest communication, your remote team will be set up for success before the project even kicks off.

After that, all that’s left is to toast your team with a glass of champagne at the wrap, before getting ready for the next project kick-off and awesome digital experience!

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