In the world of global distributed teams, different rules of the game have been in effect for a long time. Working "from anywhere in the world", managing a team in 10+ time zones and at the same time maintaining efficiency is already the norm for many international IT companies.

In recent years, I have studied and implemented many practices that are actively used in international companies. I share the most useful observations and approaches that inspire and give results.

1. Asynchrony as a philosophy

In international companies with a remote model, the key idea is not to depend on time. It means:

• A minimum of meetings (and often no meetings at all),
• Everything important is in writing: tasks, feedback, suggestions, discussions,
• Clear deadlines and priorities instead of controlling "who logged into Zoom at what time".

Life hack: Western teams use Loom or Bubbles to record videos explaining the task, architecture, or feedback. This replaces meetings and makes communication lively but flexible.

2. Automation and documentation come first

GitLab has a whole public Handbook — more than 2,000 pages, which describes every process in the company. From "how to apply for a vacation" to "how to conduct a performance review."

Why it works:

• A new employee gets to work faster,
• Less dependent on colleagues,
• It is possible to scale processes without a bottleneck.

Life hack: You can use not only Notion and Confluence, but also an internal wiki. Everything is documented "as it goes", as part of the culture.

3. Global hiring chaos. It's a system

International companies often do not have HR in the classical sense. Instead of this:

• Clear interview structure: from async application to peer review,
• Decisions are made not only by managers, but also by future colleagues.,
• The candidate has access to information about the team, tasks, and work style.

Life hack: Candidates can take an async interview in writing. This allows you to objectively evaluate thinking and communication without distracting the team with Zoom calls.

4. Psychological safety and a culture of trust

Remote control doesn't work without trust. Therefore:

• "Minor surveillance" and time trackers are prohibited.,
• Open communication is supported: you can discuss not only the code, but also fatigue and personal victories.,
• Everyone knows that it's okay to make mistakes, the main thing is to learn.

Life hack: You can enter monthly async polls "How are you feeling?" with one question and a smiley face. This allows you to quickly track the emotional background of the team.

5. Onboarding as an experience, not just a process

For successful remote teams, onboarding is like traveling:

• Video from the CEO with a greeting,
• Step-by-step tasks for the first 30 days,
• Buddy system: each newcomer is assigned a “mentor" from another team.

Life hack: Large companies give newcomers a “welcome box” — a box with a branded mug, a notebook and a message from the team. In a remote location, this creates a sense of a “living office” and belonging.

6. Flexibility = a privilege to be earned

Remoteness gives freedom, but it requires maturity. Therefore:

• It is not the clock that is evaluated, but the impact (impact of the result),
• Initiative is encouraged — "if you see a problem, suggest a solution",
• Strong middle and senior specialists work: they are easier to work with in async mode.

Life hack: Some companies have a rule: “Every employee should be so autonomous that they can be fired without anyone noticing.” This is not about cynicism, but about the sustainability of processes.

Things to take note of

 International practices work well — it is important not to copy, but to meaningfully adapt.