#206 How to Manage Remote Teams Like a Pro

Summary

Owned and Operated Podcast Summary: Episode #206 – "How to Manage Remote Teams Like a Pro"

Introduction

In episode #206 of the Owned and Operated podcast, hosts John Wilson and Jack Carr delve into the intricacies of managing remote teams within the plumbing, electrical, and HVAC industries. Joined by Lori Metz, the Director of Inside Operations, the episode offers valuable insights into effectively leading both domestic and offshore remote teams. Released on June 5, 2025, this episode is a must-listen for home service business owners seeking to enhance their remote management strategies.

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1. Overview of Remote Team Structure

Lori Metz provides an in-depth look at her team's composition, highlighting the blend of in-office and fully remote members. Currently, the team comprises 11 members, with four operating on a hybrid model—working from home two days a week and in the office three days—and seven functioning entirely remotely.

Lori [02:50]: "More than half the team is remote. We have 11 team members, four of which are in office."

The call center operates on varied shifts, accommodating different time zones and ensuring continuous service. The structure includes a hybrid team setup and dedicated offshore staff, reflecting a strategic approach to remote management.

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2. Transitioning to Offshore Teams: Challenges and Solutions

John initiates a discussion on the shift towards offshore talent acquisition, a growing trend among small businesses. Lori shares her experiences managing both domestic and overseas teams, emphasizing that effective management principles remain consistent regardless of location.

Lori [07:29]: "For the overseas, yes. For American, no. In my previous role I managed a pretty large group of remote and really it's all the same no matter where that's happening."

One significant challenge is bridging the time zone gap—U.S. daytime coincides with the middle of the night for offshore teams. Effective scheduling and accommodating these differences are crucial for seamless operations.

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3. Communication Strategies for Remote Teams

Effective communication is paramount in remote team management. Lori outlines the tools and methods her team employs to maintain clear and consistent communication.

Lori [04:22]: "All of our trainings even for the in house team are all done via Slack or Google Meet."

The team utilizes platforms like Slack for constant communication and Google Meet for trainings and meetings. Weekly split-group trainings and bi-weekly one-on-one meetings ensure that team members remain aligned with their goals and responsibilities.

Lori [05:35]: "We have constant communication on Slack. I meet with them individually bi-weekly and we really get into not only their KPIs, their metrics, but also what's going on in your life."

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4. Building Personal Connections and Team Culture

Maintaining personal connections within a remote team fosters a positive and productive work environment. Lori emphasizes the importance of face-to-face interactions through video calls to build rapport and team cohesion.

Lori [04:58]: "That makes them feel like we're all doing the same thing. We're all part of the same team and we celebrate all kinds of stuff, not only professionally, but what's going on in your life."

Regular video huddles, celebrating personal milestones, and sharing casual conversations help bridge the physical gap, making team members feel valued and connected.

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5. Managing Shifts and Schedules

With a diverse team operating across different time zones, managing shifts becomes a logistical challenge. The call center operates from 7 AM to 9 PM, with overlapping shifts to ensure continuous coverage.

Lori [06:32]: "We have different shifts. When we first come in, our call center really opens at 7am and we've only got two people starting at that time."

By structuring shifts effectively and utilizing offshore teams for overflow, the call center maintains high efficiency and responsiveness.

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6. Performance Management and Accountability

Tracking performance in remote settings requires deliberate strategies, especially for roles lacking direct supervision. Lori advocates for regular reporting and accountability measures to ensure that team members meet their targets.

Lori [14:08]: "You need to have regular accountability from the employee themselves. Like here are your tasks, and I want you to report to me every afternoon, every morning, whatever that cadence is."

For positions such as accounting or purchasing, where visibility is limited, establishing clear metrics and regular check-ins is essential for maintaining performance standards.

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7. Handling Holidays and Time Zone Differences

Navigating holidays poses unique challenges, particularly with offshore teams observing different cultural and national holidays. The team provides flexibility, allowing offshore members to opt out of working during significant holidays like Christmas and New Year’s.

Lori [11:14]: "We give them the option on those two [Christmas and New Year's]. Christmas, they did take off last year, but we had two people in house who volunteered to work. So that worked out."

This approach respects cultural differences and ensures that the team remains motivated and appreciated.

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8. Best Practices for Managing Remote Teams

Lori shares several best practices for managing remote teams effectively:

• Regular Communication: Utilize tools like Slack and Google Meet for consistent engagement.

  Lori [16:31]: "I require them to use cameras when we're in meetings. That really gives you that connection."

• Personal Connection: Encourage team members to share personal updates to build trust and camaraderie.

  Lori [17:44]: "We have random calls with Offshore as well, where we have a topic to discuss. Maybe they need a little bit of coaching, training on a new process, something like that."

• Availability and Support: Implement office hours and maintain an open-door policy to address team needs promptly.

  Lori [19:05]: "You have to make the time for it. Set that time aside. And when they need you, they need you."

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9. Final Tips and Insights

John and Lori conclude with actionable advice for new managers handling remote teams:

• Establish Clear Tasks and Metrics: Define responsibilities and how success will be measured.

  John [16:41]: "Respecting where they're at in their career. They’re not a virtual assistant. They’re like a high performing call taker or recruiting expert."

• Foster an Inclusive Culture: Treat remote and offshore team members as integral parts of the team rather than auxiliary support.

  Lori [09:05]: "We’re just one big happy team."

• Leverage Technology: Use video conferencing and collaborative platforms to maintain visibility and engagement.

  Lori [15:52]: "When we have that personal connection, I can see your facial expressions. You understand this is more of a conversation than it is just a dictatorship."

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Conclusion

Episode #206 of Owned and Operated provides a comprehensive guide to managing remote teams effectively. Through Lori Metz's experiences and strategic insights, listeners gain valuable knowledge on communication, culture-building, performance management, and overcoming the challenges of remote operations. As remote work continues to evolve, the strategies discussed in this episode serve as essential tools for home service business owners striving for growth and operational excellence.

For more insights and actionable advice on growing your home service business, visit www.ownedandoperated.com.

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Notable Quotes

• Lori [02:50]: "More than half the team is remote. We have 11 team members, four of which are in office."

• Lori [07:29]: "In my previous role I managed a pretty large group of remote and really it's all the same no matter where that's happening."

• Lori [16:31]: "I require them to use cameras when we're in meetings. That really gives you that connection."

• John [16:41]: "Respecting where they're at in their career. They’re not a virtual assistant. They’re like a high performing call taker or recruiting expert."

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This detailed summary encapsulates the key discussions and insights from the episode, providing a valuable resource for those interested in mastering remote team management without needing to listen to the full podcast.

Transcript

[John]

For any of our new managers that are about to get sent this video, talk to Lori. I think there's a shift happening as more and more small businesses have started looking offshore for their talent.

[Lori]

Yeah, that's a big change for them. Communication, 100% key. They are not used to working for someone who cares.

[John]

I honestly did not know that.

[Cassandra]

Yeah.

[Lori]

This is more of a conversation than it is just a dictatorship.

[John]

That's how I would do it. Really. Like respecting where they're at in their career.

[Lori]

You've taken that to the next level. Yeah, yeah, Got it.

[John]

Hundred.

[Lori]

Yeah.

[John]

Are some tips on like, managing, how to connect, how to like keep on target, honestly. Welcome back to Owned and Operated. Today on the show I have Lori Metz, our director of inside operations. Hi.

[David]

Welcome.

[Lori]

Thanks, John.

[John]

This will be fun. This is our first time that we've had like a team member on in a long time.

[Lori]

Oh, I'm excited.

[John]

Yeah, yeah, this will be good. And you're the first of many. So you're gonna lead us in with, I think, a good topic. We're gonna be talking both to our internal team, but also to the, you know, thousands of people that listen every week. So try not to be, you know, too intimidate.

[Evan]

No pressure.

[John]

It's just.

[Lori]

Got it.

[John]

Just 5,000 people. So today we're gonna be talking about managing a remote team. So when you came in, you started with Wilson a year and a half ago.

[Lori]

A year and a half, yeah.

[John]

Sounds right. And we had already been messing around with remote staffing for like three years, probably four years. You really helped bring it together and you just did a really great job doing that. And you've expanded on it more and more and obviously you've helped spearhead AI with Evoca inside our call center. So I would just love it if you walked through a little bit of like, what's your team look like today? And then some of. We'll talk about effective tools to manage after that.

[Lori]

Sure, absolutely.

[Evan]

So FieldPulse is the all in one field management solution for growing home service companies. FieldPulse is designed to simplify your day to day operations by combining everything you need into one platform. It also includes integrations to help you save time like QuickBooks, desktop and online. It has a bunch of advanced tools and features like a CRM, estimates and invoicing. Good, better best options, maintenance plans, a robust price book, book and scheduling dispatching. FieldPulse will transform the way that you manage your field team altogether. It will save you time and find revenue that you didn't even know existed. Whether you're a small company that's looking to grow or a larger company Looking to optimize, FieldPulse has the tools that.

[John]

You need to do it. And don't just take our word for it.

[Evan]

FieldPulse has earned over 580 glowing reviews with an average rating of 4.8 stars. That's Field EU LSE. Head to their website to learn more.

[Lori]

Fieldpulse.com More than half the team is remote. We have 11 team members, four of which are in office.

[John]

Hybrid like hybrid. Like some work from home, some in office.

[Lori]

Well, they work from home two days a week and they're in office three days. So we have four reps that do that.

[John]

Okay.

[Lori]

And then the other seven reps are all fully remote.

[David]

Yeah.

[John]

And this is just call center.

[Lori]

This is just call center.

[John]

Not dispatch. Not okay.

[Lori]

Correct. Yeah. And it works out fantastic. People really appreciate the opportunity to either have that better work life balance if they're doing hybrid, or be able to work thousands of miles away and do a great job being remote.

[John]

Was this the first time you've managed in like a remote and or overseas? Because we have remote American as well as remote overseas. So this was. Was this your first time like managing that type of team?

[Lori]

For the overseas, yes. For American, no. In my previous role I managed a pretty large group of remote and really it's all the same no matter where that's happening.

[David]

Yeah.

[Lori]

It's just a matter of one, getting the right candidates and filling those positions well and then making sure you interact with the remote team just like I would with my in house team.

[John]

Sure.

[Lori]

And having those individual conversations really bringing them into trainings. So all of our trainings even for the in house team are all done via Slack or Google Meet.

[John]

Can you do video? Oh really? Like video calls on Slack?

[Lori]

Yeah.

[John]

I honestly did not know that. Yeah, I've never tried.

[Lori]

Yeah, it's just a huddle at the time. So.

[John]

Okay.

[Lori]

Learn something new.

[John]

Yeah, I did. Sure did.

[Lori]

And you can share your screen and everything just like you would on Zoom or any of the stuff.

[David]

Yeah, that's sweet.

[Lori]

That makes them feel like we're all doing the same thing. We're all part of the same team and we celebrate all kinds of stuff, not only professionally, but what's going on in your life. Tell me about your kids. What are you doing for vacation? So that we're all just really getting to know each other.

[David]

Yeah.

[Lori]

And as the leader, I also have to be vulnerable and share my personal life and maybe struggles that I'm having so that they feel comfortable doing that with me.

[John]

How often are you doing those? Like huddle? Is that daily? Is that two times a week? Three times a week?

[Lori]

We do trainings two times a week and we actually split the group in half. So each group is once a week.

[David]

Yeah.

[Lori]

But then we have constant communication on Slack. I meet with them individually bi weekly and we really get into not only their KPIs, their metrics, but also what's going on in your life. Right.

[John]

And that's a weekly one on one.

[Lori]

That's a bi weekly.

[John]

A bi weekly.

[Lori]

I'm sure you've seen our Slack channel call center where we not only put business related, Wilson, awesome stuff, but also, you know, random memes, jokes, videos, happy birthday wishes, have a great day, those kind of things.

[John]

So yeah, is there like a daily like morning touch base or like a daily connect?

[Lori]

Not typically, because we have different shifts.

[David]

Yeah.

[Lori]

So you've got people starting at all different times. When we first come in, our call center really opens at 7am and we've only got two people starting at that time.

[David]

Yeah.

[Lori]

And then they start coming in 7:30. 8. 8:30 and beyond.

[John]

And now how long, how late does it go?

[Lori]

Like 8pm so we stopped taking calls internal at 9pm okay. We have our last actual CSR. But then Evoca takes over.

[David]

Yeah.

[Lori]

And their overflow after hours call center.

[John]

Yeah, that makes sense. That makes sense. So there's no daily pulse. That makes sense. Like different shifts. What was like the initial learning curve on like, hey, offshore. My half my team's offshore. Like what did that initial curve look like?

[Lori]

Well, the hours, of course.

[David]

Oh yeah.

[Lori]

You know, for us it's daytime. For them it's the middle of the night. So trying to remember that, especially when we're on video and they're completely dark around them.

[David]

Yeah.

[Lori]

Honestly, the challenge is not on my side. It's on the offshore side where they are not used to working for someone who cares. They just have typically been the box checkers.

[David]

Yeah.

[Lori]

Right. Do the task and thank you very much, move on.

[David]

Yeah.

[Lori]

But to work for a company that actually cares about them and treats like, yeah, yeah, that's a big change for them.

[David]

Yeah, yeah, I can see that.

[John]

I remember a few years ago, like that whole industry, it still kind of happens, but I think it's become less as it's become like offshore hiring has become more of a thing. But it was. Everyone was called a VA and like that was. The whole industry is like, we'll help you hire VAs. And, like, we don't have any VAs.

[Lori]

Right.

[John]

Like, we have CSRs and we have accounting people, like accounts payable, accounts receivable, payroll recruiters. But, like, there's no, like, bas. So I. I feel like that's a big. I think there's a shift happening in that as more and more small businesses have started looking offshore for their talent, that it's. It's gone from this, like.

[David]

Yeah.

[John]

Sort of like a grind.

[Cassandra]

Yeah.

[John]

To like. Hey, no.

[David]

Yeah.

[John]

You're. You're like an actual team member.

[Cassandra]

Yes.

[David]

Yeah.

[Lori]

And it really makes a big difference in not only the work they do, because when you take care of your team, they're going to take care of you, but just in their overall attitude.

[David]

Yeah.

[Lori]

You know, so I know that they're going to be honest with me if they need something from me that they feel comfortable coming to me.

[David]

Yeah.

[Lori]

You know, we're just one big happy team. Yeah.

[David]

Yeah.

[John]

That's fun. So seven overseas, four in office. Hybrid. And different shifts.

[Cassandra]

Yes.

[John]

Working weekends.

[Cassandra]

Yes.

[John]

How are we handling holidays?

[Lori]

So the offshore team typically works holidays. Christmas is optional for everyone.

[John]

Philippines has a strong Christian.

[David]

Yeah.

[Lori]

Yeah.

[John]

So presence.

[Lori]

Yes. So we don't want to take that away from them.

[John]

Yeah. Are they 12 hours ahead or behind?

[Lori]

I'm not sure, but I know it's like one in the morning there right now.

[David]

Yeah.

[Lori]

So I don't know if that's the day, I think before behind us, because.

[John]

I remember and this is how I'm gonna remember this is. I wanted a book every. I have, like, followed this author closely and he. He releases on Kindle at midnight, wherever you are. So I have to go and create an Australian Amazon account.

[Lori]

Oh, my God.

[John]

And I get it an entire 24 hours early. Yeah. For sure.

[Lori]

You've taken that to the next level.

[David]

Yeah, yeah.

[Lori]

Got it.

[John]

100. Yeah, 100. One of the things that's helped our business grow the most has been peer groups, and that's been for both myself.

[Evan]

And our leaders being able to talk.

[John]

To other companies about exactly how they've solved. The problems that I'm dealing with today has just been instrumental.

[Evan]

Whether it's how to acquire companies or.

[John]

How to add new locations, how to.

[Evan]

Hire directors or service managers, or what.

[John]

Should compensation look like. All of those things are things that can be solved by just asking people.

[Evan]

A little bit ahead of you.

[John]

Inside that group, we have fireside chats, weekly peer conversations by business size, resources to help you grow your business, and a lot more.

[David]

Sure.

[John]

You check out owned and operated.com and.

[Evan]

Click on Join Pro.

[John]

So, holidays.

[Lori]

So typically, the offshore team works on the holidays.

[David]

Yeah.

[Lori]

So what? Our American holidays are not their holidays.

[John]

Right. Like Memorial Day or July 4th or.

[Lori]

Correct. And since as a company, we're really closed five days out of the year, as a company, the only one, two, I guess, that affect them are Christmas and New Year's.

[David]

Yeah. Yeah.

[Lori]

And so we give them the option. I give them the option on those two. Christmas, they did take off last year, but we had two people in house who volunteered to work. So that worked out. And then for New Year's, they worked.

[David]

Yeah.

[Lori]

The offshore team, it's very slow on those couple of days, as you can imagine. So they're able to do some other things. We kind of put together a little list of things you might be able to do. And we're not outbounding on those days.

[John]

That's what I'm smiling about. I'm just like, it's all out loud.

[Lori]

Call me on Christmas.

[David]

Yeah.

[Lori]

So, you know, they have other stuff that they can be doing.

[David]

Yeah.

[Lori]

And one of our offshore actually kind of subs as a dispatcher.

[John]

Okay.

[Lori]

She's fantastic. She does a great job. She does our full dispatching on the weekend and then helps out in the afternoons. And so she's four days a week.

[John]

Five days a week.

[Lori]

She actually works six days a week. So she works four tens doing. Two of those are inbound csr, two of those are dispatch, and then the other two days, she works only three hours a day and she's help.

[John]

Does she want that? Okay.

[Lori]

Yeah. Yeah. They typically want all the hours they can get. Love it. But she helps one cover dispatch and call center just for those couple of evening hours.

[David]

Yeah.

[John]

If you were talking to someone on our team and they just joined or they're. Or they've been here for a while, but they're just getting a remote team. Like, what are some tips on, like, managing how to connect, how to, like.

[Lori]

Keep on target, communication, 100% key. Sometimes we as humans are like, out of sight, out of mind.

[John]

Yeah.

[Lori]

Type situation, and you start to lose track of the person. But also what are they doing?

[John]

What are they doing? Yeah.

[Lori]

And how are they reporting to you? So depending on the position, for instance, in call center, I can see everything you're doing.

[David]

Yeah.

[John]

Activities, easy.

[Lori]

Right. I can clearly see your numbers. But in something like purchasing or accounting, you don't have that type of visibility.

[David]

Yeah.

[Lori]

So you need to have regular accountability from the employee themselves. Like here. Here are your tasks, and I want you to report to me every afternoon, every morning, whatever that cadence is, and then have minimum of weekly meetings to have that individual feedback from them to understand are the numbers that they're giving me accurate. Really dive into that. But it also gives you the chance to get to know them and them to get to know you.

[John]

Yeah, I think that's good. I think some of the teams that have been the most successful, it's like the daily pulse. I either. The daily pulse, where it's like every. Every morning, like, Patrick in accounting does this, where every morning his team gets together on like, a zoom for like 10 minutes. It's like, hey, here's the day. Here's what we're going to do. Here's how you can help me. Here's how I can help you. Jesse, for years now in marketing has, like, his remote team reports in, like, the marketing channel. Like, hey, here's what I'm going to do today. And then at the end of the day, here's what I did today. And that replaced the. The like, morning call. But I. Either one, I feel like works, but like the daily cadence. Cassandra Recruitment also is doing that daily call, and I feel like that's. That's how I would do it just because I feel like that's easiest.

[Lori]

Well, the call gives you the personal aspect. You know, if I'm just giving you numbers.

[David]

Yeah.

[Lori]

I don't feel any kind of connection to you.

[David]

Yeah.

[Lori]

I'm just giving you numbers.

[John]

Yeah, that makes sense.

[Lori]

But when you have that personal. And you can see my face. I can see your face.

[David]

Yeah.

[Lori]

I. Yeah. I require them to use cameras.

[David]

Yeah.

[Lori]

When we're in meetings, y. They know that now. You know, that's just our norm. But that really gives you that connection. I can see your facial expressions. You can see mine. You understand this is more of a conversation than it is just a dictatorship.

[David]

Yeah. Yeah.

[John]

I feel like that's great.

[Cassandra]

Yeah.

[John]

What if. If any other, like, tips for the. The new to offshore manager?

[Lori]

I think it would be finding the tasks that you want them to do and understanding how you're going to measure them. Because being offshore, they do want to know what are my tasks? How are you measuring those things? How do I know if I have one? Have I done what you wanted me to do? Am I succeeding? They do want constant feedback, in my experience.

[David]

Yeah.

[John]

Well, I agree. And I feel like a lot of it is because I can't walk over to them and give them that feedback or like, you know, they're. They're siloed like they're inside their own bubble of. I don't know, because I'm just in my living room or whatever trying to figure this out. So I feel like that tracks. I would want that too.

[Cassandra]

Yeah.

[Lori]

And oftentimes we'll set up just random meetings I know you've seen at the office. I'm kind of the resident therapist in my team. And so people come in and talk to me about whatever's happening at work. You know, they need advice, help with a problem, whatever it is.

[David]

Yeah.

[Lori]

And we'll have random calls like that with Offshore as well, where we have a topic to discuss. Maybe they need a little bit of coaching, training on a new process, something like that. But we take the time to talk about any struggles they might be having at home or, you know, these great things.

[David]

Yeah.

[Lori]

And it's so important to have that personal connection.

[John]

Yeah, I think I agree. So speaking often, ideally face to face, either camera to camera or like face to face.

[Cassandra]

Yes.

[John]

Really, like respecting the. Where they're at in their career. That's my own version of wording that. But like they're not a virtual assistant. They're like a high performing call taker or they're a recruit recruiting expert or, you know, whatever it is. But like these are, you know, people on our team making it personal. Getting personal.

[Cassandra]

Yes.

[John]

Connecting.

[Cassandra]

Yes.

[John]

And a lot of conversation.

[Cassandra]

Yes.

[John]

That makes sense. I think it's hard. You know, it's definitely hard. It's more intentional. It maybe not hard, but like it's way more intentional.

[Lori]

Well, yes, because you can't just look over to the.

[John]

Yeah. Walk in and. Yeah, yeah.

[Lori]

You have to make the time for it. Set that time aside. And when they need you, they need you.

[David]

Yeah.

[Lori]

You know, so you have to either be available, maybe you have certain hours that like, hey, I'm happy to answer all your questions. Let's plan for a 10 o' clock hour and a 2 o' clock hour where, you know, if you have any questions we can quickly meet. Might be five minutes, might be 20 and I'll answer office hours. Yeah. But you know, we have an open door policy. Right. Anybody can come talk to us anytime they need to have that same availability.

[David]

Yeah, that makes sense.

[Cassandra]

Yeah.

[John]

This was great. I feel like we dove into how to manage a remote team.

[Lori]

Yeah.

[John]

This was helpful.

[Lori]

Killing.

[John]

Yeah. For any of the. For any of our new managers that are about to get sent this video. Talk to Lori. She's got a great team. They're all performing like at a really high level. And I feel like you've just done a great job, you know, cleaning up.

[Evan]

The mess that I made.

[Lori]

For anybody who's new to this channel, that's not shocking.

[David]

Yeah, yeah, yeah.

[John]

Thank you for listening. If you like what you heard, make sure you hit like and subscribe and go to Owned and operated dot com.