Don’t Get Complacent with Virtual Workers

Cathie Leimbach • April 2, 2024

They are more apt to jump ship!

Gallup reports that although engagement of virtual workers is increasing, their connection and loyalty to their employer is sliding. These individuals enjoy the benefits of working from home. And, they are being productive for a sense of personal satisfaction and financial stability. 


However, there is a tendency for them to make independent decisions which serve their personal preferences. They can be more productive if they aren’t bothered by interactions with their manager, colleagues, or customers. Hybrid workers want to choose which days they go into the office based on how it impacts their personal schedule, not when their team members are going to be available for lunch or when the client is in town for a project progress meeting. Only 12% of remote-ready workers have conversations with their team members when deciding which days to go to the office.


Yet, making independent work decisions that fit one’s own needs leads to being less considerate of others, reducing one’s collaboration with colleagues and customer service. Individuals are enjoying the freedom of not being in the office, but they are drifting away from being aligned with their colleagues and the company’s vision. Their distance from others during the workday often results in them drifting from the organization’s purpose and values. They are more likely to consider opportunities with other companies so their current employer risks losing capable productive employees. who had been top performers.


Here are 3 reasons remote workers may feel less connected and ways leaders can reduce their drift.


Lack of Face-to-Face Interaction: Human beings build rapport, deeper connections, and a sense of belonging from face-to-face interactions. Sharing drinks and food further enhances interpersonal connections. Leaders can periodically schedule compulsory in-person days with a group lunch to keep people connected with each other and the organization’s vision, mission, and values.


Communication Barriers: Email, instant messaging, and videoconferencing are great tools for sharing information, but non-verbal cues to the meaning behind the message are lacking in the first two and limited in the third. Misunderstandings in communication can lead to feeling isolated and disconnected. Leaders can reduce misunderstandings by asking employees to summarize their understanding of expectations and next steps.


Reduced Visibility and Recognition: The out-of-sight, out-of-mind maxim is true. We more often think about people whom we see regularly. Therefore, managers and supervisors are less likely to communicate with remote workers or thank them for their work. Remote workers aren’t nearby offering their assistance with little tasks and getting acknowledged for being team players. And, since their manager and team members are out-of-sight, remote workers don’t have strong bonds and loyalty to them or the company. Leaders can be sure to check-in with remote workers multiple times every week, to monitor their progress on projects, give them a quick phone call or thank you email, or have their favorite coffee delivered to their home.



What is one thing you will do this week to build a stronger personal and company connection with your remote workers?

They Can't Read Your Mind. Tell Them You Appreciate Them.

By Cathie Leimbach • October 13, 2026
"I thought you knew I appreciated your work." Kate hadn't planned to say those words in a one-to-one. But when a team member told her, "I'm never quite sure whether you think I'm doing a good job," she was caught off guard. He was someone she relied on. He helped new colleagues settle in, handled difficult customers calmly, and often spotted problems before they got bigger. Of course she valued him. Then she tried to remember the last time she'd told him, and what she'd actually said. There was a quick "Thanks, everyone" at the end of a meeting. A "Great work" in a team email. But she couldn't recall ever telling him what she had noticed about his contribution. Kate had been worried about rising absences and a team that seemed less involved. Praise wouldn't explain or fix every issue. Still, this conversation raised a question she hadn't considered: how many people on her team were feeling their efforts weren’t noticed or appreciated? It's easy to assume people know we appreciate them, especially the ones who quietly get on with the job. We turn our attention to whatever needs fixing, and we don’t acknowledge the people who are doing good work. Meanwhile, people who never receive thanks start to wonder if they are noticed, pull back, stop offering their ideas, and start job hunting elsewhere. Try this week: Look for one contribution each person on your team is making . Tell them what you notice about their work and why it matters. Instead of simply saying, "Good job," try: "Thanks for staying ten minutes past shift change to walk Jamie through the new changeover on Line 3. She now knows exactly what to do instead of guessing." Three elements of meaningful praise are: Be specific. Name what they did and the effect it had. Keep it natural and proportionate. A quiet word can mean a lot. Recognition doesn’t have to be in front of the whole team. Let it stand on its own. Don’t add a "but" or a new request right after the positive feedback. Sincere, specific praise helps people feel seen. It builds rapport because you're showing you notice how they contribute, not just whether the task got done. And people are more likely to speak up and share ideas when they feel heard and connected to the people they work with.  Conversation is Where Leadership Happens™ How often does your appreciation go unspoken? Join our Workplace Conversations Clinic on October 19, 3:00 to 3:30 PM, live on Zoom. You'll practice giving praise that feels natural and helps people feel valued. You'll also have the chance to practice other difficult workplace conversations, from raising concerns to working through disagreements. Reserve your place here!

“All Good” is Never a Good Response

By Cathie Leimbach • October 6, 2026
“All good,” they said. But Sarah wasn’t so sure. In the team meeting, just two people did most of the talking. Team members who once offered ideas just waited for the meeting to end. Three people called in 'sick' on the day of our monthly planning and progress-review meeting. Today was just another day with her disengaged team. Sarah realized that whenever she asked others how things were going, she got the same response: “All good.” It never failed that within a day or two of what seemed like positive feedback, a problem surfaced. It might be that they didn't know how to proceed with a new project. Or they were trying to hide a mistake they made. Things definitely were not "All Good". Then, she thought about the questions she usually asked. “Everything on track?” “Will that be ready by Friday?” She wanted to know how her people were progressing with their work. But she had asked closed-ended questions, so she got brief responses that told her nothing. At her next one-to-one, she asked, “How have things been for you lately?” “Fine. Busy.” She almost moved on. But, instead, she dug a bit deeper. “What’s been making things especially busy?” This time, the answer was different. There were competing demands she hadn’t known about. A concern that had gone unspoken. And a feeling that nobody really talked anymore unless they needed help with something urgent. This one conversation provided important information. It gave her a place to start moving forward to improve engagement and results. If you can relate to Sarah's struggles, here are some tips to help you stay on top of how your employees' work is truly going. Absenteeism and disengagement can have many causes. We can't begin to understand them by accepting thoughtless answers. We need to create an environment where people feel comfortable sharing what’s really happening. Interpersonal rapport is essential. It grows through small moments: asking a thoughtful question, listening without rushing to solve a concern, remembering what someone said, and checking back. This week, try asking a couple of specific open-ended questions such as: “What’s been going well for you?" And "What’s been difficult?” Let the answers guide your next questions. Give the person room to share. Then, a few days later, follow up. “You mentioned the client report deadline was going to be hard to meet. How’s it going?” Then, "What help do you need?" When you take a few minutes for such check-ins, employees feel more supported than if you just ask, “How are you?”, as you are walking by. It indicates: I heard your concern. I remembered. I’m interested. I want you to succeed. Your team members are more likely to get involved, be honest with you, and share ideas when they feel heard and connected to the people they work with. Want to get more comfortable starting those conversations? Join our Workplace Conversations Clinic on October 19 to practice building interpersonal rapport through conversations that matter.  Reserve your place → [registration link]