This course contains the use of artificial intelligence.

Remote work removed the commute and the interruptions, and then quietly took the boundaries, the corridor conversations and every signal that told you how you were doing.

Most people notice the productivity part first and the other part about eight months later.

What goes wrong once the office is gone

The day has no edges, so it expands until it touches everything. You compensate for being unseen by being permanently available, which reads as commitment and functions as a slow leak. Your manager finds out about a problem three weeks after a colleague sitting next to you would have. A message from a colleague in another country reads as curt and was meant as efficient, or reads as agreement and was meant as reluctance. And the online meeting has eleven people in it, four of whom have said nothing in a month.

None of this is about discipline or software. It is about a set of things the office used to do for you that now have to be done deliberately.

What the course covers

Thirty-six lessons in three parts. Working remotely first, ten lessons: the transition checklist, setting up a workspace and the rules with the people you live with, keeping pace when nobody sets it, the tool stack, motivation and socialisation when you are alone, health, and the skills remote work specifically demands — independence, tolerance for isolation, and written communication as your main interface.

Then staying connected. Six lessons on the one-to-one, which at a distance is not a nice ritual but the only guaranteed channel to your manager: the six formats, coaching with GROW, receiving and giving feedback when tone is the first thing the medium destroys, and how to make it standard.

Distance, culture and the meetings that eat the week

Then eight lessons on culture, because a distributed team is almost always a multicultural one. High and low context communication, which is why the same sentence reads as rude in one place and evasive in another. Feedback across a culture line and where Radical Candor stops working. Power distance, and who on the call is actually permitted to disagree with you. Consensus cultures against authority cultures. And time itself — planning horizons, meeting norms, and what a deadline promises in different places.

Then team connection and meetings. Team building designed for a screen rather than adapted to one, the GRPI model for diagnosing what is actually wrong before you organise anything, and six lessons on running an online session where people contribute, decisions get made, owners get named, and it does not need a follow-up call.

Who is teaching this

Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply, a company distributed across dozens of countries, and worked at Wargaming, Alfa-Bank and iDeals. My students are in 185 countries, which has corrected a fair number of my assumptions about how a message lands.

What is included

• Lifetime access to all course materials

• Active instructor support in the Q&A section

• Udemy Certificate of Completion

• Practical assignments and real business cases

• A section with additional courses, tools and resources

The first thing to fix

Decide what time your working day ends, write it down, and tell one person. Not a plan to work less — a stated end. Almost everything else in this course is easier once there is an edge to the day. Enrol now and start the first lesson today.