The Remote Work Revolution: Bryce North & Don’t Be A Little Pitch On Building Strong Cultures in a Digital World
An Interview With Chad Silverstein
When teams only talk about tasks, they lose the personal connections that make working together enjoyable. We encourage casual conversations in Slack, set up virtual coffee chats, and have dedicated channels for things like travel stories, wins outside of work, and even random memes. This creates a more natural, engaging work environment that goes beyond deadlines and deliverables.
The remote work revolution has transformed how we think about work, but it has also raised important questions about maintaining culture and connection in a virtual world. To explore this important topic, we are interviewing Bryce North.
Bryce North is a serial entrepreneur with years of experience building, scaling, and running startups. He has built a reputable track record for his successes and has won many awards for his achievements in entrepreneurship.
As a master storyteller, Bryce takes a unique approach when it comes to attention and has built strong relationships with the media and capital world. With a background in venture and angel capital, he has been offered numerous advisory roles and speaking opportunities all around the world.
From being featured on Canada’s Dragons’ Den, owning the media with his personal and business brands, to building companies that have scaled to over 40 countries, he is sought after to help others create a name through online media and speaking opportunities.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I have always been an entrepreneur. Early on, I built multiple startups, including TrapTap, an IoT device that gained global traction. We raised over $600,000 in 90 days and secured media coverage in TechCrunch, Popular Mechanics, and Discovery Channel. That experience taught me the power of storytelling and PR. It wasn’t just about having a great product but knowing how to craft a compelling narrative that resonated with people.
After facing the highs and lows of entrepreneurship, I realized that most founders struggle to get the right kind of attention. That led me to create Don’t Be A Little Pitch (DBALP), a PR agency focused on helping brands tell stories that cut through the noise. My background as a startup founder gives me a unique edge because I know exactly what it takes to build trust and visibility from the ground up.
Can you share the most interesting story that happened to you since you began working with remote or hybrid teams?
One of the biggest surprises of working remotely was how it unintentionally led me to becoming fluent in Spanish. When I first started running my business remotely, I prioritized staying in locations that aligned with North American time zones. That meant spending a lot of time in Central and South America, including places like Medellín, Colombia and Playa del Carmen, Mexico.
The funny thing is, when I started, I barely knew a word of Spanish. At first, I relied on translation apps and a lot of hand gestures. But I love taking on difficult challenges, so instead of just getting by, I pushed myself to learn fast. I immersed myself by talking to locals, taking Spanish lessons, and even forcing myself to negotiate in Spanish at markets, which led to some hilarious misunderstandings.
After 18 months, I was speaking fluently. What started as a necessity became a passion. It is a great reminder that when you fully commit to something, whether it is learning a language or building a business, progress happens faster than you think.
You are a successful leader in the remote workspace. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
Adaptability. Remote work requires constant adjustments. When I first started leading a fully remote team, I thought meetings had to be structured like they were in a physical office. That didn’t work. I had to adapt to asynchronous communication and trust my team to manage their own time effectively.
Transparency. Without in-person interactions, openness is crucial. We have a practice of sharing wins and challenges openly. When one of our biggest campaigns didn’t perform as expected, we didn’t sweep it under the rug. Instead, we dissected what went wrong as a team, learned from it, and applied those insights moving forward.
Empathy. Everyone has different work styles and personal obligations. One of our best team members is a parent who needed flexibility. Instead of forcing a rigid schedule, we focused on deliverables and trust. That shift not only increased productivity but also strengthened our team dynamic.
Let’s now dive into the focus of our interview. When the shift to remote work became widespread, what was the biggest challenge you faced in maintaining a strong workplace culture? How did you address it?
The biggest challenge in a remote environment is ensuring that culture is not just something you talk about. It has to be something people feel every day. When you are not sharing a physical space, it is easy for people to feel disconnected, which can lead to misalignment, decreased motivation, and even turnover.
At DBALP, we tackled this by being intentional about culture from day one. We focused on three key areas: communication, autonomy, and shared experiences.
- Over-communicate purpose and vision. Every team member needs to understand how their work contributes to the bigger picture. We hold weekly team meetings where we align on goals, celebrate wins both big and small, and keep the mission front and center.
- Build trust through autonomy. Micromanagement kills culture, especially in remote settings. We trust our team to own their roles, deliver results, and work in a way that suits them best. The key is hiring the right people and giving them the freedom to succeed.
- Create moments that matter. Culture is not just built through work. It is built through shared experiences. Whether it is virtual happy hours, offbeat Slack channels, or company retreats when possible, we prioritize connection beyond just projects.
By focusing on purpose, trust, and connection, we have built a strong culture where people feel valued and invested in our shared success, even from different corners of the world.
What are some of the unique challenges that remote or hybrid teams face when it comes to creating a sense of connection and belonging?
One of the biggest challenges is the “out of sight, out of mind” effect. When people don’t see each other daily, it’s easy to feel isolated or like their work goes unnoticed. That lack of visibility can lead to disengagement if not addressed.
Another challenge is team alignment. Without the casual reinforcement of in-person interactions, miscommunication can happen more easily. People can interpret emails or Slack messages differently, and without tone and body language, small misunderstandings can escalate.
To tackle these issues, we focus on over-communication in a way that’s productive, not overwhelming. We create clear spaces for collaboration, make recognition a regular habit, and encourage casual interactions. Remote teams thrive when there’s a balance of structure and spontaneity, so we try to make room for both.
What tools or technologies have you found most effective in fostering communication, collaboration, and team alignment in a remote setting?
We rely on a few core tools to keep everything running smoothly:
- Slack — It’s our virtual office. Quick updates, questions, and casual banter happen here, keeping communication fluid and informal.
- Google Meet — Our go-to for structured team calls and 1:1 check-ins. Video meetings keep things personal and ensure clarity.
- Monday — Our project management lifeline. It keeps our priorities, workflows, and deadlines organized so everyone stays on track.
The key isn’t just having great tools, it’s knowing how to use them in a way that enhances connection instead of creating noise. A well-placed video call or async update can do wonders for keeping remote teams aligned without overwhelming them with unnecessary meetings.
What role does leadership play in building and sustaining a strong company culture in a remote or hybrid work environment?
Leadership sets the tone for everything. In a remote or hybrid environment, a company’s culture is not shaped by office perks or in-person interactions. It is built through how leaders communicate, the values they reinforce, and the example they set.
At DBALP, I have learned that leadership in a remote world requires three things:
- Clarity and transparency. Employees do not want to guess where the company is headed. Leaders need to be clear about goals, expectations, and direction. Regular check-ins, open Q&A sessions, and honest updates help maintain trust and alignment.
- Empowerment, not control. You cannot build a great culture if employees feel like they are being watched all the time. Instead of monitoring hours worked, we focus on outcomes. When people feel ownership over their work, they are more engaged and accountable.
- Leading with humanity. The best remote leaders understand that employees are people first. Encouraging balance, recognizing effort, and being approachable fosters a culture where people feel supported and motivated.
Great remote cultures do not happen by accident. They require leaders to be visible, intentional, and adaptable. Instead of just managing, they need to guide and inspire their teams.
What advice would you give to leaders who are struggling to maintain employee engagement and motivation in a fully remote workforce?
If engagement is slipping in a remote team, it is usually a sign that people do not feel connected to the company, to their work, or to each other. Here are a few strategies that have worked for us:
- Make communication effortless. Remote teams need clear, structured communication to avoid misalignment. This means using Slack, Notion, or project management tools effectively and ensuring everyone is on the same page.
- Recognize and celebrate wins. Without physical presence, it is easy for achievements to go unnoticed. Call out great work in meetings, use Slack shout-outs, or even surprise employees with small tokens of appreciation.
- Encourage ownership and flexibility. People work best when they have control over how they do their work. Trust your team to manage their time and focus on results rather than rigid schedules.
- Invest in team connection. Engagement is not just about productivity. It is about relationships. Schedule virtual coffee chats, team-building activities, or even company retreats when possible. A strong culture starts with strong relationships.
- Listen, then act. Regularly check in with employees, ask what is working and what is not, and actually implement changes based on their feedback.
The bottom line is that motivated teams feel connected, trusted, and valued. If you focus on building those three things, engagement will follow.
Ok, let’s explore actionable insights. Based on your experience, can you share “5 Strategies to Build a Strong Workplace Culture in a Remote Work Environment”? If you can, please include examples or stories for each.
Building a strong workplace culture in a remote setting is all about intentionality. It does not happen by accident, and it certainly is not about just setting up Google Meet calls and hoping for the best. Here are five strategies that have worked for us at DBALP:
1. Make Communication More Than Just Work
When teams only talk about tasks, they lose the personal connections that make working together enjoyable. We encourage casual conversations in Slack, set up virtual coffee chats, and have dedicated channels for things like travel stories, wins outside of work, and even random memes. This creates a more natural, engaging work environment that goes beyond deadlines and deliverables.
2. Recognize Contributions in a Meaningful Way
Remote workers can sometimes feel unseen, especially if they are not vocal in meetings. A simple public shoutout, a personalized message, or an unexpected bonus for outstanding work makes a huge difference. At DBALP, we have a monthly “Employee Shoutout” where team members highlight something great a colleague did. It keeps morale high and ensures people feel valued.
3. Create Opportunities for Collaboration That Feel Organic
Collaboration should not be forced, but it should be intentional. Instead of just assigning projects, we create brainstorming sessions where people from different teams can contribute their ideas. Some of our best campaigns have come from casual discussions where no one was worried about hierarchy or job titles.
4. Encourage Autonomy While Providing Support
One of the biggest perks of remote work is flexibility, but that does not mean people should feel like they are on an island. Leaders need to provide clear expectations and trust their team to execute, while also being available when support is needed. Regular one-on-one check-ins ensure that no one is struggling in silence.
5. Make Room for Fun and Connection Beyond Work
A company’s culture is not just about how people work together. It is about how they connect as humans. Whether it is a virtual game night, an in-person retreat when possible, or even just celebrating personal milestones together, those moments build lasting bonds that strengthen the team as a whole.
How do you address potential feelings of isolation or disconnection that employees may experience in a remote work environment?
The first step is recognizing that isolation is real, even for the most independent and self-motivated employees. Just because someone is performing well does not mean they are feeling connected. We take a proactive approach by regularly checking in, encouraging video calls for important conversations, and creating spaces where people can talk about things outside of work.
One thing that has worked well for us is pairing up team members who do not typically work together for informal chats. This helps break silos and ensures that people build relationships beyond their immediate teams.
Can you share an example of a remote work initiative, policy, or program that you implemented which had a significant positive impact on your team?
One of the biggest challenges of remote work is keeping the team culture alive when you are not in the same office. To make sure we stay connected beyond work, we introduced a couple of fun initiatives that have had a big impact on team morale.
Every Friday, we have Friday Work Vibes, where we hop on a casual call, play music, and just hang out. There is no agenda, no pressure to be “on,” just a space to chat, share what is going on in life, and unwind before the weekend. It has become a great way to keep things light and build stronger relationships within the team.
We also have a Water Cooler Questions channel in Slack, where we post random fun questions like, “If you could be a contestant on any game show, which one would you choose and why?” It is a simple way to spark conversations, learn more about each other, and bring some personality into the remote work environment.
These small initiatives help make remote work feel less isolating and keep our team culture strong, no matter where in the world we are working from.
How do you strike the balance between flexibility (one of the main benefits of remote work) and ensuring accountability and productivity?
Flexibility does not mean a lack of structure. The key is to focus on outcomes rather than hours worked. Instead of measuring productivity by how long someone is online, we set clear goals and expectations, and then allow people to achieve them in a way that works best for them. This approach not only increases productivity but also fosters a culture of trust. When employees feel trusted, they are more likely to take ownership of their work and perform at a high level.
What trends or innovations in remote work are you most excited about, and how do you see them shaping the future of workplace culture?
One of the most exciting trends is the rise of asynchronous work. Companies are starting to move away from the traditional 9-to-5 mindset and embracing workflows where employees can work at their most productive hours, without needing to be online at the same time. This is a game-changer for remote teams across different time zones.
Another innovation that is shaping the future is the shift toward digital-first cultures. Companies are rethinking how they operate, not just replicating in-office practices online but actually designing better ways to work remotely. Tools like AI-powered assistants, immersive virtual workspaces, and more advanced collaboration platforms are making remote work smoother and more engaging.
The biggest change, though, is the redefinition of what it means to be “at work.” Companies are learning that productivity is not about where you are, but about how effectively you work. The future of workplace culture will be built on trust, autonomy, and a focus on results rather than rigid structures. The companies that embrace this shift will be the ones that attract and retain the best talent.
In your opinion, how does building a strong culture in a remote work environment impact not just employees, but also customers, clients, and the company’s overall performance?
A strong remote work culture is not just about keeping employees happy. It directly affects how a company operates, how clients experience its services, and ultimately, how successful the business becomes.
When employees feel connected, valued, and motivated, they bring that same energy to their work. This means better communication, higher-quality output, and stronger relationships with clients. A well-supported team is more engaged, which leads to more innovative thinking and better problem-solving. Customers and clients can feel the difference when they interact with a team that is aligned and energized versus one that is disconnected and simply going through the motions.
From a performance standpoint, companies with strong cultures retain top talent, reduce burnout, and improve efficiency. Happy employees stay longer, which means fewer hiring cycles and a more stable, experienced team serving customers. The long-term result is better business growth, higher client retention, and a brand reputation that attracts both talent and customers alike.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people through better remote work cultures, what would that be? You never know what your idea can trigger. 🙂
I would start a movement called “Results Over Hours”, a global shift away from measuring productivity based on time spent working and instead focusing on the actual value created.
Too many companies still measure success by how many hours an employee logs rather than the impact of their work. This outdated mindset leads to unnecessary meetings, burnout, and a lack of true productivity. By embracing results-driven work environments, companies can give employees more freedom, improve efficiency, and create healthier work-life integration.
Imagine a world where employees are judged by what they achieve rather than how long they sit at their desks. People would work smarter, not harder, and businesses would benefit from teams that are more engaged, motivated, and fulfilled.
If enough companies made this shift, it could reduce workplace stress, improve mental health, and set a new standard for what work should look like in the modern world.
How can our readers further follow you online?
You can follow me and my work at Don’t Be A Little Pitch (DBALP) through the following platforms:
Website: www.dontbealittlepitch.com
LinkedIn: linkedin.com/in/brycenorth
I regularly share insights on PR, storytelling, and business growth, as well as how companies can build better remote cultures. Feel free to connect and reach out! I always enjoy having meaningful conversations with like-minded entrepreneurs and business leaders.
This was great. Thank you so much for the time you spent sharing with us.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
The Remote Work Revolution: Bryce North & Don’t Be A Little Pitch On Building Strong Cultures in a… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.