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?

From Performance Problems to Possibilities

By Cathie Leimbach • March 17, 2026
Most leaders can list what’s wrong fast: missed deadlines, uneven effort, or teams that seem capable of more. The bigger shift happens when leaders stop asking, “What’s broken?” and start asking, “What’s possible if we lead differently?” Limits like time, budget, and pressure are common. The resulting overwhelm is reduced when leaders get clear about what really matters. Strong leaders respond to these limits by focusing on priorities, simplifying decisions, and actively guiding their teams. Often, the shift begins with better leadership conversations. The right conversations clarify expectations, surface issues early, and help people take ownership before small problems grow into bigger ones. When leaders create space for clear, honest dialogue, teams stop guessing and start moving forward. Performance improves when leaders: Get clear instead of assuming Address issues early through direct conversations Set priorities people can follow Notice and praise progress, don’t comment only on mistakes These small, steady choices create momentum. We often hear questions like: “How do we stop reacting?” “What if our team is capable but inconsistent?” “How do we improve without burning people out?” Those questions point to opportunities for growth. Don’t think of them as failure. 👉 Where might your team be guessing instead of knowing? Identify one gap—and use your next conversation to close it.

From Firefighting to Predictable Performance

By Cathie Leimbach • March 10, 2026
Most leaders don’t struggle because they don’t care. They struggle because every day feels reactive. One issue gets fixed, and another one pops up right away. What separates high-performing teams from constant firefighting is simple: predictable leadership . When leaders are consistent, teams become consistent. People know what “good” looks like. They know how decisions are made. They know when feedback will happen. That removes stress and guesswork. Teams quickly learn what leaders reinforce and what they let slide. When expectations, follow-up, and accountability happen the same way every time, focus goes up and chaos goes down. This is how leaders move from reacting to leading. Regular check-ins replace urgent interruptions. Clear ownership replaces confusion. Small problems get handled early instead of turning into big ones. Much of this predictability is built through simple leadership conversations that clarify expectations, reinforce priorities, and address small issues before they grow. The result? Fewer surprises. More trust. Better momentum. 👉 If leadership sometimes feels more reactive than predictable, join our Leadership Conversation on March 17 at 3:00 PM to explore a few small shifts that can stabilize performance.