Making Remote Work Work Book Summary
This Making Remote Work Work Book Summary covers the key ideas, lessons, and takeaways in about 20 minutes.
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What is in the Making Remote Work Work book summary?
Below is a preview of Sumizeit’s expert-written summary of Making Remote Work Work by Gil Gildner . The full summary covers the book’s key ideas in text, audio, and video.
Although working from one’s home was once the standard, the Industrial Revolution disrupted the workforce and established the standard of going into a factory or office for work. It is only with the development of new technologies, especially the internet, that remote work has experienced a recent resurgence. New technology has enabled employees to connect and work from anywhere. Companies now have the advantage of hiring from a diverse workforce, while employees can enjoy the benefits of working from anywhere they like, and may pursue opportunities from anywhere in the world. However, remote work is not a fit for every organization, or for every employee. Effective remote employers are able to recruit and hire strong employees, who are motivated, independent, and have a take-charge attitude. They establish clear goals, set standards of communication, and evaluate their teams based on productivity and results. Successful remote employees are independent, flexible, establish a daily, weekly, and monthly work schedule, and maintain a strong social and professional network.
Remote Work Is Not A New Idea
Remote work is not a new phenomenon. In fact, it’s quite the opposite.
Up until the Industrial Revolution, remote work was actually the norm.
Before the mass transition to manufacturing made going into work at factories the standard way to make a living, most people earned their money working from their homes. However, manufacturing completely transformed the way people thought about the world, and even after the Industrial Revolution, people became accustomed to working away from their homes. Working from a factory or office instead of home became the norm.
However, new technology, such as phones and fax machines, once again enabled people to be able to work from their homes. Although initially remote working capabilities were restricted to a few specific employees, such as managers or traveling businessmen, the invention of the internet has led to a resurgence in remote work for many more workers.
When the popularity of the internet exploded, more workers had the ability to connect with each other from anywhere in the world. The first remote workers worked in the internet industry, as webmasters and bloggers, or as freelancers, like writers and artists. The internet gave freelancers a new level of freedom and the ability to reach out and connect with clients from anywhere, without increasing their operating costs.
As technology continued to advance, the internet became faster and new technologies became cheaper. This enabled more and more people to access its benefits. More and more employees were now able to access the tools they needed to complete their work responsibilities from inside their homes. Younger employees who had grown up with the internet were accustomed to being able to do work from anywhere, so when they entered the workforce, rates of remote work increased dramatically. With fewer people coming into the office, companies were able to cut costs by only paying rent for a smaller office.
Remote Work Provides Benefits For Both Companies And Employees
These days, just about anyone who works from…
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Who should read Making Remote Work Work?
Making Remote Work Work is for hiring managers and team leaders who oversee distributed workforces, as well as employees transitioning into or already working in remote roles. Whether you're building a remote team from scratch or optimizing how you currently manage virtual employees, this book provides practical guidance for both sides of the remote work equation.
Why does Making Remote Work Work matter?
Remote work has become a permanent fixture of the modern workplace, yet many organizations and individuals still struggle to make it effective. This book addresses the gap between the promise of flexibility and the reality of managing productivity, communication, and engagement across dispersed teams. Understanding how to hire, manage, and succeed in remote roles is now essential for competing in a global talent market.
What are the key themes in Making Remote Work Work?
- Remote work is a viable return to pre-industrial norms enabled by modern technology
- Successful remote teams require the right people with self-motivation and independence
- Clear communication structures and goal-setting replace physical oversight
- Remote work offers mutual benefits but is not suitable for all industries or individuals
- Building and maintaining company culture in distributed teams requires intentional effort
- Performance should be evaluated by results, not activity or presence
What are the key lessons from the Making Remote Work Work book summary?
Remote work is not new, just resurging
Before industrialization, remote work from home was the norm. Technology like the internet has made it viable again for knowledge workers across industries.
Look for self-motivated, independent candidates
The best remote employees take initiative, don't need constant direction, and have a take-charge attitude. These traits matter more than traditional office experience.
Use in-person final interviews despite remote positions
Video interviews can't fully assess candidates, so conduct final interviews in person when possible to make better hiring decisions.
Employee referrals are your best recruitment source
Current employees know who thrives in remote work better than general job boards. Referrals yield higher-quality candidates than platforms like Indeed or Monster.
Pay remote workers fairly across geographies
Even when hiring from lower-cost regions, paying significantly below Western salaries creates resentment and turnover. Adjust for local markets but maintain fairness.
Establish a strong onboarding process for remote hires
New remote employees need daily virtual check-ins for their first two weeks to ensure successful adaptation and clarity on expectations.
Limit communication tools to three or four platforms
Too many tools overwhelm employees. Standardize on a few channels—like chat for quick responses, email for detailed messages, and video for immediate discussion.
Quality of communication matters more than quantity
Constant messages without substance don't improve productivity. Focus on substantive exchanges that move work forward.
Evaluate performance by results, not activity
Don't measure success by emails sent or time logged. Instead, set clear goals and outcomes, then assess whether employees deliver on them.
Hold quarterly in-person meetings and annual all-hands gatherings
Regular face-to-face interaction builds team cohesion and trust, mitigating isolation. Companies should budget for at least quarterly meetings and one annual company-wide event.
Remote employees still risk career disadvantages
Without in-office presence, remote workers often receive fewer promotions, lower pay, and slower advancement unless companies actively support career development.
Implement continuing education and professional development programs
Remote companies should proactively offer training and online learning opportunities to help employees grow and remain engaged.
Structure your day with a consistent schedule
Successful remote workers establish daily routines with set work hours and breaks, creating the discipline that an office environment provides.
Build and maintain your professional network actively
Remote workers must deliberately cultivate connections and pursue networking opportunities to avoid isolation and stay aware of career opportunities.
Flexibility across time zones is essential
Remote teams spanning multiple zones don't need everyone working simultaneously. Asynchronous tools allow collaboration as long as work can be passed along and built upon.
Independence is earned, not automatic
Newer remote employees must first prove their reliability and capability before managers grant greater autonomy and flexibility in how they work.
Not every employee succeeds in remote work
Some people thrive in the isolation and autonomy of remote work, while others feel disconnected or lack the self-discipline required. Screen for fit during hiring.
Target remote job applications to specific companies and roles
Successful remote job candidates tailor their resumes and applications to individual companies rather than mass-applying, increasing their chances of attention.
There is no one-size-fits-all remote work model
Each company and team will need to find what works best for their situation. Managers should experiment and adapt rather than follow a rigid template.
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How can you apply ideas from Making Remote Work Work?
- Create a company communication standard using no more than 3-4 platforms, assigning each tool a specific purpose based on response time needed
- Design a two-week intensive onboarding schedule for new remote hires with daily virtual meetings to ensure successful adaptation
- Build a performance evaluation rubric based on measurable outcomes and goals rather than activity metrics or hours logged
- Establish a quarterly in-person meeting schedule and budget for annual all-hands gatherings to build team cohesion
- Develop a targeted recruitment strategy that prioritizes employee referrals and remote-focused job boards over general hiring platforms
- Create a professional development program that offers online learning and training opportunities specifically accessible to remote workers
- Set a company-wide policy for fair compensation that adjusts for local cost of living while maintaining equitable pay scales across regions
What common mistakes do readers make with Making Remote Work Work?
- Hiring candidates who simply want to escape office jobs rather than those who are genuinely suited for remote independence
- Overloading remote teams with too many communication channels and meetings, reducing actual productive work time
- Evaluating remote worker performance based on activity (emails, hours logged) instead of concrete results and outcomes
- Paying remote workers in developing regions significantly below market rates, creating resentment and high turnover despite cost savings
Sumizeit Exercises Apply what you've learned
Turn ideas from Making Remote Work Work into action with a short guided reflection: identify the biggest takeaway, connect it to your life, and commit to one step you can take in the next 24 hours.
What is the expert analysis of Making Remote Work Work?
Overview
Making Remote Work Work by Gil Gildner emerges as a timely contribution to the evolving discourse on remote work, a subject of increasing importance in the contemporary workforce. Gildner, an entrepreneur and author with a background in technical marketing, leverages his practical experience to navigate the complexities of remote employment. His work situates itself at the intersection of business strategy, organizational psychology, and technology adoption, offering a comprehensive guide for both employers and employees adapting to the remote work paradigm.
Core Thesis
The central argument of the book posits that remote work, far from being a novel concept, is a resurgence enabled by technological advances, particularly the internet. Gildner contends that successful remote work hinges on deliberate hiring practices, clear communication protocols, and a mutual understanding of productivity measured by outcomes rather than mere activity. He emphasizes that remote work is not universally applicable but can yield significant benefits when implemented thoughtfully, including cost savings for companies and increased flexibility for employees. The thesis underscores the necessity of cultivating independence, motivation, and structured routines among remote workers to thrive outside traditional office environments.
Strengths
l>Critiques & Counterarguments
l>Who Should Read This
This book is ideally suited for hiring managers, organizational leaders, and HR professionals seeking a foundational understanding of how to build and sustain effective remote teams. Additionally, employees contemplating or currently engaged in remote work will find valuable guidance on self-management and career development within this context. Finally, entrepreneurs and small business owners aiming to leverage remote work as a strategic advantage will benefit from Gildner’s practical frameworks. Readers looking for a nuanced, research-intensive analysis might need to supplement this work with more scholarly sources, but for those seeking accessible, experience-based insights, Making Remote Work Work offers a compelling and relevant resource.
Frequently asked questions about the Making Remote Work Work book summary
What is Making Remote Work Work about?
Making Remote Work Work by Gil Gildner is a practical guide for both managers and employees navigating remote work environments. The book covers how to hire and build successful remote teams, manage distributed workforces effectively, and thrive as a remote employee by establishing routines, clear communication, and strong professional networks.
Who should read Making Remote Work Work?
This book is ideal for hiring managers and team leaders overseeing remote or distributed teams, as well as employees considering a transition to remote work or already working virtually. It's particularly valuable for anyone seeking to improve productivity, communication, and team engagement in a remote setting.
What are the main takeaways from Making Remote Work Work?
The main takeaways include: hire self-motivated, independent employees rather than those simply escaping office culture; establish clear communication standards and evaluate performance by results rather than activity; invest in regular in-person meetings and professional development to maintain team cohesion; and both employers and remote workers must be intentional about structure, goals, and relationship-building to succeed long-term.
How does Making Remote Work Work suggest evaluating remote employee performance?
The book emphasizes evaluating remote employees based on measurable results and outcomes rather than activity indicators like emails sent or hours worked. Managers should clearly establish goals and expectations upfront, then use those metrics to assess whether employees deliver on their commitments.
What hiring strategies does Making Remote Work Work recommend?
The book recommends prioritizing employee referrals and remote-specific job boards, conducting final interviews in person when possible, and looking for candidates who are self-motivated, independent, and genuinely passionate about remote work. Avoid mass-posting on general platforms like Indeed or Monster, which generate overwhelming volumes of poor-fit applicants.
How should remote teams communicate according to Making Remote Work Work?
The book suggests standardizing on 3-4 communication platforms with clear purposes: instant chat for responses needed within an hour, email for detailed non-urgent messages, and video calls for immediate or complex discussions. The key is prioritizing quality and substance over quantity of communication.
What does Making Remote Work Work say about preventing remote worker isolation?
The book recommends holding quarterly in-person meetings and annual all-hands gatherings to build team cohesion and trust. Remote workers should also actively cultivate professional networks and set aside time for relationship-building. Companies should offer continuing education and professional development to keep remote employees engaged and invested in their careers.
About Sumizeit
Sumizeit is a profitable Scomy LLC company based in Miami, Florida. It has been helping readers learn from nonfiction books for 7 years with expert-written summaries in text, audio, podcast, and video.
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