This is part 10 of a series of 18 articles I wrote for Entrepreneur.com.

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I’ve been leading remote teams since before it was cool (and before it was mandatory). Between Square and FutureFund, I’ve picked up a few lessons the hard way.

The short version: trust is the entire game. If you hired someone, trust them. If you can’t trust them, you have a hiring problem, not a remote work problem. Micromanaging a remote employee is like trying to steer a car from the backseat — exhausting for everyone and you’re still going to crash.

Beyond trust, the biggest surprises were the unsexy stuff: learning tax implications across jurisdictions, investing in solid async tooling, and checking in on wellbeing since you can’t read body language through Slack. Oh, and schedule the occasional in-person meetup. Pixels are great, but humans still need to share a meal sometimes.

Read the full article on Entrepreneur.com

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Previously: Manage Through Relationships | Next up: 4 Coaching Stages Every Leader Should Master