It’s All About Belonging in Distributed Work

The workplace of the future is evolving rapidly, and Social Factor is at the forefront of this transformation. Marie Carroll, Vice President of People, Culture & Operations at Social Factor, shared key insights on fostering belonging and collaboration in a fully distributed workforce during our recent interview. Her reflections highlight both the opportunities and challenges of distributed work and offer actionable strategies for creating a cohesive organizational culture without a physical office.

Expanding Opportunities Through a Distributed Model 

Social Factor operates as a completely distributed organization, with employees spanning time zones across the United States. This model has opened doors to a broader and more diverse talent pool. By removing geographic restrictions, the company can recruit top-tier talent regardless of location.

For employees, the flexibility of remote work has been transformative. Carroll noted that the model particularly benefits working parents, a demographic that Social Factor has supported with initiatives earning the company recognition as a top workplace for working parents. The ability to manage work around family commitments is not just a logistical benefit—it’s a retention tool and a cultural cornerstone that demonstrates Social Factor’s commitment to employee well-being.

Addressing the Connection Gap 

Despite its many advantages, distributed work poses significant challenges, particularly around building human connections and fostering trust. Carroll identified the absence of spontaneous, informal interactions—those “watercooler moments”—as one of the main drawbacks of a distributed model. In a traditional office, employees can easily share updates or bond over personal stories. Replicating this in a virtual environment requires deliberate action.

Another challenge is maintaining clear and inclusive communication. In distributed settings, decision-making and collaboration must be carefully structured to ensure all relevant parties are included. However, this often leads to “Zoom fatigue” as employees navigate a sea of virtual meetings.

Building Belonging Through Deliberate Action 

Social Factor has embraced innovative strategies to address these challenges and foster a sense of belonging. One key initiative is their “Culture Club,” a team dedicated to organizing activities that bring employees together virtually. From trivia nights and NFL drafts to bingo and shared playlists in a “Music Factor” channel, these initiatives offer employees a chance to connect over shared interests and experiences.

The Music Factor, in particular, has been a standout success, with employees sharing songs and reminiscing about the past. “It’s like a little window into the soul,” Carroll explained, describing how these interactions spark meaningful conversations about life experiences.

Social Factor also prioritizes leadership engagement through regular “coffee chats” with the CEO and other executives. These informal conversations allow employees to build relationships with leadership and provide a platform for open dialogue.

To ensure new employees feel supported, Social Factor introduced the “Social Factor Sidekicks” program. This initiative pairs newcomers with colleagues outside their immediate team to act as informal guides. The program encourages cross-departmental interaction, helping new hires navigate the organization while fostering connections beyond their usual circles.

Leveraging Professional Development to Drive Engagement 

Career development is another key area of focus at Social Factor. Carroll described an emerging program designed to expose employees to different functions within the organization. By offering shadowing opportunities and knowledge-sharing sessions, the initiative helps employees broaden their understanding of the company’s operations and explore potential career paths.

This program, which Carroll likened to “looking under the hood,” not only supports employees in their career growth but also enhances collaboration. When employees understand how different departments work, they can communicate more effectively and deliver better results for clients.

The Future of Distributed Work 

As Social Factor looks to the future, Carroll envisions a continued commitment to distributed work. The model’s flexibility aligns well with the company’s mission and industry demands. However, she acknowledges the importance of creating more opportunities for in-person interaction, especially for employees who live near one another.

“We may not be able to get everyone together,” Carroll said, “but we’re exploring ways to facilitate regional meetups and continue building virtual connections.”

These efforts extend beyond work-related activities. For example, Social Factor sends employees small gifts and celebrates milestones like birthdays and anniversaries. These gestures, while simple, reinforce the company’s dedication to fostering a culture of appreciation and inclusion.

Belonging as the Cornerstone 

Ultimately, Social Factor’s approach to distributed work revolves around one central theme: belonging. By prioritizing human connection and employee well-being, the company has created an environment where people feel valued and engaged, regardless of their location. That’s key for any company that wants a flexible working model, as I highlight to clients for whom I consult about their future-of-work strategies.

Carroll’s insights serve as a powerful reminder that distributed work is not just about technology or logistics—it’s about people. In an era where remote and hybrid models are becoming the norm, organizations that invest in belonging and culture will not only adapt but thrive.

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