Remote Team Meetings (principles for success)

Remote Team Meetings

I’ve had the unique opportunity to experience remote team meetings for organizations both large (150 people) and small (less than 10 people). While remote team meetings are similar to in-person meetings in many ways, they also differ in a few key areas. For a deeper dive into the communication challenges that distributed teams face, check out this post.

In this guide, I’ll dig in and show you exactly how these meetings work, and how you should think about structuring meetings for your team (or company).

Less is more

A key overarching theme to remote team meetings is to understand that fewer meetings are a good thing. A key piece of remote work (especially with a geographically distributed team) is that people have different schedules. The more meetings you have, the more rigid the work environment becomes. This can detract from one of the highlights of remote work – flexibility (we wrote more about why flexibility is the key to remote work here).

For example, let’s say an engineer likes to wake up early in the morning and get started working right away. You (the boss) are in a different time zone, and schedule meetings when it makes the most sense for you.

So what happens? You just scheduled meetings twelve hours into a peer’s workday. Is that ideal? It may be ideal for you, but it may be terrible timing for a coworker. The more meetings you schedule, the more likely this is to happen!

Please note – it’s impossible to be convenient for everyone on your team at all times. However, if you focus your energy on a few meetings per week, you can avoid the situation I mention above.

Determine the meeting type

Another high-level building block – think about the purpose of the meeting. Is it for information sharing? Or is to collaborate/whiteboard with other members of the team?

If the majority of remote meetings are for information sharing, I’d encourage you to cut back and share information asynchronously instead. For example, if you have daily standups and it doesn’t prompt collaboration, considering doing virtual stand-up meetings.

With that being said, it’s important to have informational meetings too. For example, if there’s a shift in company strategy or reporting on the latest results. These meetings can help align the team around a common goal or objective. The point of these informational meetings is to eliminate ambiguity and create clarity of purpose. We just don’t recommend having these meetings several times per week.

Prepare in advance

We strongly encourage you to prepare. Share an agenda before the meeting starts so everyone understands the purpose of the meeting and also has time to prepare their thoughts. Some people thrive off unstructured meetings, while others need time to think and process what they might say. Yes, creating an agenda may take a bit more time, but it’s worth it (and it’s also something you can reference afterward if needed).

For reoccurring events (i.e. – standups or weekly team meetings), you may not need to share an agenda beforehand. Use your best judgment.

In addition, prepare for meetings by getting set up with the right equipment/environment. For example, try to avoid areas where there’s a lot of background noise. If that’s tough to avoid, consider buying a headset. Also, consider showing up a few minutes earlier to test and confirm that you are setup correctly. 

Default to video

Use video as much as possible. Video calls are a richer experience because you can pick up on body language and other visual cues. It’s nearly impossible to do this over the phone.

Another benefit (from a manager perspective) is that there’s built-in accountability to ensure that people are actually engaged and paying attention. It’s easy for people to zone out in meetings over the phone. I don’t want to be the bearer of bad news, but this is a reality, so help your team stay focused by having them show their face.

Leave time for questions

Similar to in-person meetings, you should leave time at the end of each meeting for questions. Clarity of communication is super important for remote teams, so open the floor and give people space to ask questions.

If you use Slack (or another work chat application), consider having a dedicated room for Q&A. Oftentimes in meetings we will say “if you have a question during the call, ask it in the Q&A channel.” Then, the organizer of the meeting can quickly look at the room and see questions that roll in over the course of the meeting.

Consider recording the video

There are times when it makes sense to record the meeting (we recommend using Screenflow or Loom for this). For example – a peer may be out on vacation when you have an important company meeting. It’s highly likely that information will be presented that has an impact on someone’s work, and it only takes a few clicks to record it. We recommend using Dropbox or Google Drive to store the videos.

Another benefit to recording meetings is that you can reference them later (it can be fun to look back on a video from a year ago), and you can also see how you can improve as the organizer. Recording a video creates a feedback loop to help you improve the next time you hold a meeting.

Example Meeting Cadence

In this next section, I’ll share specific examples of remote team meetings at companies I’ve worked for. I’ll outline the benefits and drawbacks of each approach.


I've outlined the routine meetings I had when working for an organization of ~150 people. This excludes ad-hoc meetings that were focused on resolving specific blockers.

1.) Monthly Company Update Meeting

The first cadence was the monthly company update call. This gave the CEO a chance to share key metrics, company announcements, and other news. The CEO would present for 20-30 minutes and then answer any questions people had (individuals would post questions into a Slack channel dedicated to these meetings).

2.) Weekly Team Meeting

We'd also hold weekly team meetings where we'd discuss the following topics:

  • Progress on goals, discussion of what we accomplished in the previous week, etc
  • Blockers
  • Anything that required collaboration and team consensus (making important decisions, etc)

3.) 1-1 Meetings

Additionally, my manager and I would have regular 1-1 meetings where we would talk about my personal development

Overall – I really liked this format. The monthly Q&A format with the CEO was fantastic and something I actually looked forward to. The weekly team meeting was my least favorite as it contained a lot of information we could have shared asynchronously.


1.) Daily standup

Every day, we'd quickly share what we were working on as a team. The purpose of the daily standup meeting was to stay aligned, create accountability, and to get to know each other a little bit more on a personal basis. I found these meetings to be very inefficient, but they were a fun way to bond on a regular basis.

2.) Weekly recap

Every Friday, we'd hold a company-wide meeting to share a weekly recap. This was a more formal presentation, similar to a company all-hands meeting. While the meeting content was fine, the timing was terrible. Everyone was checked-out on a Friday afternoon!

I’d change the Friday meeting to a Monday morning meeting and use a tool like Friday to automate daily standups.


Prepare to iterate on remote team meetings. Seek feedback from your team along the way and discover what process works best for you. Also, if your team is growing quickly, prepare to change your cadence as the company grows.