Author: Ananda Aleman, Dixon Resources Unlimited

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The office used to be the heartbeat of a business. Morning chatter, impromptu brainstorms, and the energy of a team in one place. That used to be how we stayed connected, but today’s teams are connecting virtually, from anywhere.

I know both worlds. Before I joined DIXON, I spent eight years in a traditional office environment, with a commute that eventually stretched to 1.5 hours each way. It wasn’t sustainable, yet the prevailing belief was: if we can’t see you in the office, you’re not working.

DIXON was ahead of its time. Founder Julie Dixon built her company around home offices long before COVID normalized remote work. She believed that professionals could be trusted to deliver, no matter where they were. After eight years with the company, I can attest it works! We keep overhead low and deliver high-quality studies to our clients.

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Redefining How We Work

The need for connection hasn’t gone away; it’s stronger than ever. Employees today expect more than a paycheck. They want purpose, flexibility, and respect.

For small business owners, that means leading differently: balancing performance with people-first values, often with limited resources. In teams of under 25 people, every role matters, every voice counts, and done right, small teams can be agile, motivated, and deeply connected. But culture doesn’t build itself, especially when you’re not in the same room.

At DIXON, we often ask ourselves: How do we stay connected without drowning in meetings? How do we keep messaging consistent and aligned with our ethos? When do we escalate an issue or loop in a colleague? These are challenges we’re still solving. Our approach: pivot quickly. If a meeting structure isn’t working, we brainstorm alternatives, test new formats, and abandon what doesn’t serve us.

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Clear Expectations, Stronger Teams

Transitioning from an office to a remote environment is a big shift. I discuss this with every potential new hire. Remote work is more common now, but it’s not for everyone, and the adjustment can be challenging.

In my experience, it took me about a year to fully adapt. Remote work can feel isolating unless you find ways, inside and outside of work, to connect. Boundaries are critical, too. Without them, work can easily bleed into home life.

But the advantages are undeniable: hours saved on commuting, the flexibility to take kids to school or appointments, and the ability to work through a mild illness or care for a sick child without taking entire days off. Studies show remote workers save 2–5.5 hours each day by eliminating commutes and unnecessary in person meetings (RescueTime), with some research showing they are 35–40% more productive overall and clock 1.4 more workdays per month compared to office based employees (Global Workplace Analytics). These gains translate not only into better work life balance but also into measurable boosts in productivity and engagement.

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Communication Is Culture

Connection doesn’t require four walls. In fact, remote teams often thrive because they’re intentional about communication.

Regular team meetings and one on ones maintain alignment. But connection isn’t just about work; you need to make space for real human interaction. Start meetings with quick check-ins, ask about weekends, and create opportunities for casual conversation. When people share insights into their lives, it fosters connection. Our team did a great job of finding ways to connect during COVID, but it’s easy to let these rituals slide. Culture should be nurtured, and this takes consistent effort and encouragement from leadership.

At DIXON, we stay informed through quarterly project reviews where we look at project status, timelines, and budgets. When projects conclude, Project Managers summarize the project and recap lessons learned. We often let staff present to the team during regular weekly team meetings to share what they are working on or inform colleagues on specialized topics. We continue to develop other strategies and ways to connect.

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People First, Always

Your people are your business. They design the product, deliver the service, and shape your reputation. One of DIXON’s specialties is operational audits and enforcement training, where we always lead with a customer service mindset. Traditionally known as Parking Enforcement Officers, we often refer to them as Parking Ambassadors, because how you approach people shapes every interaction. This same principle applies to your internal culture: every decision, process, and team interaction should be designed to deliver the best possible experience for your staff.

Compensation matters, but the daily experience matters more: feeling trusted, being recognized, and having room to grow. In small teams, even small gestures, a thoughtful note, a sincere “thank you,” or a conversation about personal goals, carry significant weight. When people feel supported, they invest more of themselves, bringing their best ideas and energy to the table.

In small companies, growth rarely means climbing a corporate ladder; it means taking ownership and responsibility. Empower your team to lead projects, pitch ideas, and make decisions. At DIXON, project responsibility is shared widely, building confidence, loyalty, and innovation in our industry.

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Why Small Teams Win

Some of the most effective businesses run on fewer than 25 people. They’re often more profitable, innovative, and resilient than teams five times their size. This philosophy is at the core of DIXON and has allowed us to remain extremely agile, while delivering exceptional quality to our clients. Large organizations often lose these advantages. Culture dilutes, silos form, and leadership feels distant.

Chasing top line growth is tempting, but revenue alone doesn’t equal success. I learned this early on. As one company I worked for scaled from 10 to over 100 employees, revenue soared, but profitability shrank. The leaner early team had lower revenue yet higher margins.

In our “more, more, more” culture, we often equate growth with progress. But bigger isn’t always better. More people mean more salaries, more overhead, and more complexity. A $5M business can be less profitable and less enjoyable to run than a focused $2M one.

This isn’t an argument against growth; it’s a call for intentional growth. Expansion should strengthen your team, not bury it under complexity. Protecting culture as you scale takes discipline, clarity, and the courage to say no to distractions disguised as progress.

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The Bottom Line

You don’t need an office to build a connected, motivated, high-performing team. You need trust, clarity, and consistent communication.

Small, remote teams hold a quiet superpower: agility, deep engagement, and the ability to keep culture personal. When people feel seen, supported, and part of something meaningful, distance disappears.

Your team is your greatest asset. Invest in them and build a culture where connection drives performance. That’s how small businesses win, no office required.