Manage outcomes rather than hours, because hours are the only thing you can observe remotely and they are the least informative. That requires being far more specific about expectations than you would need to be in person, where ambiguity gets resolved by proximity. What is being produced, by when, and to what standard, agreed at the start rather than assessed at the end.
Write more than feels natural. In an office, context spreads through overheard conversation, and remotely it does not spread at all unless somebody writes it down. Decisions, reasoning, and changes need to exist somewhere searchable, or people work from assumptions that diverge quietly. This is the single largest adjustment for a business used to operating in one room.
Make time zones and hours explicit rather than assumed. If somebody is expected to be reachable during particular hours, say so. If they are not, say that too, because the default assumption is constant availability and it produces resentment on one side and anxiety on the other.
Then keep one predictable synchronous point, weekly, with a fixed agenda. Not a status update, which a document does better, but a conversation about what is unclear or stuck. Remote arrangements that fail usually do so because a small confusion went unaddressed for two weeks, and a regular slot is what surfaces those before they compound.
Be deliberate about the informal contact that an office produces automatically and a remote arrangement does not. Not enforced social calls, which most people dislike, but a low stakes channel where non urgent things get said, and a habit of occasionally asking how somebody is rather than only what they are working on. Remote arrangements rarely fail because of the work. They fail because somebody drifted for a month and nobody noticed.
Be explicit about what constitutes a reasonable response time, because the unstated assumption is immediate and it produces both anxiety and interruption. Stating that messages are answered within a working day, and that anything genuinely urgent comes by phone, gives everybody permission to work in blocks rather than monitoring. That single norm does more for remote productivity than any tool.
Build in a way for somebody to raise a problem that is not a scheduled meeting, because remote arrangements fail through accumulated small confusions rather than large ones. A standing invitation to call, used occasionally by you as well, normalises it. The failure pattern is a person who was unsure about something in week one, did not want to interrupt, and had built a fortnight of work on the wrong assumption.