Remote work has made it possible for managers in Israel to lead teams in the US, Europe, Asia and beyond. But managing people from a distance requires a different approach. You can’t rely on hallway conversations or shared office routines. Instead, success comes from clear expectations, thoughtful communication and an understanding of how geography shapes workflow.
Set clear expectations from the start
Remote teams succeed when there is no guesswork. Make sure every team member knows what success looks like in their role. Explain in writing how often you want updates, what information should be shared proactively and when you expect people to reach out if something goes wrong. When this structure is written down, everyone knows how to move quickly without waiting for clarification. You can also create a short guide that outlines communication norms, working hours and preferred tools so no one needs to guess the basics.
Build your workflow around time zones
Israel sits at a crossroads between many global regions. You might be starting your morning just as someone else finishes their day. This can make scheduling difficult if you are not intentional about it. Try to rely on asynchronous communication whenever possible. Tools like shared documents and project boards let people work without waiting for a meeting. When meetings are necessary, rotate the times so one group is not always staying late or starting early. Also set clear expectations about response times so no one feels pressure to be constantly online.
Focus on output instead of hours
Remote management works best when success is defined by results rather than hours or availability. Create a simple rhythm that gives you visibility without micromanaging. For example, team members can share their weekly priorities at the beginning of the week and send a short summary at the end of the week about what was completed or delayed. Use project tools to track deadlines and ownership so you always know who is responsible for what. When the focus shifts to outcomes, the team feels trusted and you gain a clearer picture of progress.
You can also start the week with a short team check-in on Zoom or Slack. Each person shares one thing they completed last week and one thing they plan to focus on this week. This keeps everyone aligned without taking up much time.
Communicate directly and briefly
Managers in Israel tend to communicate in a straightforward way. This can be helpful for global teams, as long as the message remains clear and respectful. Keep communication short, structured and free of assumptions. Avoid vague requests like “let’s speed this up” and replace them with specific instructions such as “please send a first draft by Thursday.”
Use the right channel for the right purpose. Quick questions fit well in Slack or WhatsApp while longer summaries belong in email. Keep in mind that while Israelis use WhatsApp for everything from messages from teachers and planning social gatherings to serious work conversations, your team abroad may not appreciate receiving work messages on a platform they associate with personal life. It is worth asking which tools they prefer so you can match their norms and avoid creating unnecessary stress or confusion.
Meetings should be for problem solving, not status updates. Nobody likes a meeting that should have been an email, especially if they had to carve time out of their non-work hours to attend. When scheduling meetings in off-hours, invite only the team members who will learn from or contribute to the conversation. This shows respect for everyone’s time and helps keep meetings focused and productive.
Build trust through consistent one-on-one time
Relationships do not grow naturally in remote work. You have to create the moments that would normally happen on their own in an office. Short weekly or bi-weekly one-on-one meetings give people space to share concerns, ask questions and clarify priorities. These conversations also help you understand how each person works, what support they need and where they want to grow. To strengthen the connection, you can occasionally use part of the time to ask about non-work topics or check in on long-term goals they want help reaching.
Give feedback early and kindly
Remote work magnifies small misunderstandings. When an issue appears, address it within a few days instead of waiting until a performance review. Keep feedback simple: describe what you observed, explain why it matters and agree on what will happen next. Video is usually best for anything sensitive. When feedback is timely and constructive, it strengthens the team instead of creating tension.
You may want to create a weekly check-in form, where team members can let you know how things are going for them and provide you with feedback. For some people, this form of communication is easier than voicing complaints face-to-face. A short prompt such as “Is anything blocking your work this week?” can encourage them to speak up.
Adapt to cultural differences
Managing a global team often means adjusting how you communicate so your message lands the way you intend. Team members in the United States often expect a bit more context and a warmer tone. For example, instead of writing “Send the report today,” a US employee may respond better to “Can you send the report today so we have time to review it before the meeting?”
Northern European teams tend to prefer clear written documentation that they can review on their own time, so providing a short summary document before a meeting can help them prepare.
Employees in parts of Asia may be less comfortable contradicting a manager directly and may signal disagreement through questions rather than outright refusal. If someone responds with “Are you sure this timeline will work?” it may be their way of communicating that your deadline is unrealistic.
When you pay attention to these patterns, you can choose language that feels natural to you while still being easy for others to understand. This reduces misunderstandings and helps your team respond with confidence instead of hesitation.
You can also offer tools that support these differences. For example, if some team members are uncomfortable raising concerns aloud, an anonymous feedback form once a quarter can help surface issues early. If certain regions expect more documentation, create a shared folder with process notes and FAQs so people have clear written references without needing to ask.
Create a sense of team culture
Culture does not disappear in remote work. It simply needs more intention. Celebrate wins publicly and share personal moments or small highlights to make the workday feel more human. A short monthly newsletter can also help connect people by highlighting team accomplishments and acknowledging personal milestones.
You can also run occasional virtual coffee chats, team quizzes or short themed sessions where everyone brings something fun, such as a local snack or a photo of something meaningful. Meetings could start with one person sharing something work-related that they’ve recently learned or a small personal highlight from their week.
For bigger occasions like holidays or product launches, you can arrange to send everyone a small treat to enjoy during a shared Zoom meeting. If team members are celebrating different holidays from each other, you can invite them to share a story, tradition or small detail about how they mark the day. These small moments build camaraderie and help people feel part of something larger.
If possible, bring the team together in person once a year. A few genuine human moments keep motivation strong and reduce the isolation that remote work can create.
It can be done
Leading a global team from Israel is completely achievable. With thoughtful communication, clear expectations and respect for time zones and cultural differences, remote work becomes a strength rather than an obstacle. When you focus on trust, clarity and consistent systems, your team can thrive no matter where they live.
