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?

Listening Is Key to Effective One-on-Ones

By Cathie Leimbach • September 15, 2026
Tom walked into his one-on-one feeling relieved. For a week, he had been struggling with two critical assignments. His supervisor had delegated them without much context, and Tom wasn’t clear about the desired results or how to get started. Surely, he thought, we can sort this out today. Fifteen minutes later, Tom walked back to his desk just as confused. His supervisor had done nearly all the talking—reviewing priorities, sharing updates, and reminding Tom that the two assignments were important. But he never asked the question Tom needed to hear: “What do you need from me to be successful?” When One-on-Ones Become One-Way Conversations This happens more often than we might think. Leaders enter one-on-ones with a list of things they need to communicate. They talk through the list, ask if there are any questions, and move on to the next meeting. But a one-on-one should do more than transfer information. Its purpose is to help the employee succeed. That requires conversation—and conversation requires listening. Ask what the employee wants to discuss. Listen for what is getting in the way. Do they need clearer expectations? More training? Better resources? Help making a decision? Encouragement that they are headed in the right direction? Then determine together what each of you will do next. Try This in Your Next One-on-One Instead of starting with your agenda, begin with one simple question: “What would be most helpful for us to talk about today?” Then listen. You may discover that the most valuable thing you contribute to the meeting isn’t what you say. It’s what you learn. Conversation is Where Leadership Happens™ If this has you thinking about the conversations you have with your team, join me at the Workplace Conversation Clinic on September 21 . Bring a question about your one-on-ones or a conversation you’re finding difficult, and let’s work through it together. RESERVE YOUR SPOT HERE

Are you Supporting Your Employees to Overcome Hurdles?

By Cathie Leimbach • September 8, 2026
For weeks, Mary had been frustrated with frequently occurring delays in shipping. During her one-on-one with her supervisor, she finally told him what was going on. He listened, asked questions, and said he would look into it. She left the meeting feeling encouraged. Maybe this situation would finally get resolved. A week later, her supervisor started their one-on-one by asking “So, what do you want to talk about today?” He didn’t mention what he had learned about the problem in shipping. “Of course not!,” she thought. “Nothing is going to change.” So, she sadly replied, “Nothing really. Everything’s fine.” Sometimes employees stop talking because experience has taught them that speaking up doesn’t make any difference. One-on-ones are an opportunity to change that. Give the employee a voice in what gets discussed. Help them address bottlenecks. Follow-up on your to dos from the conversation. It can be as simple as: “Last week we talked about the shipping problem. I checked into it, and here’s what I found out. A possible solution would be this .... How do think that might work? ... What other ideas do you have?” The message is clear: I heard you. I remembered. What you have to say matters. And when employees believe their concerns and ideas matter, they’re more likely to keep speaking up. Conversation is Where Leadership Happens™ What Workplace Conversation Are You Struggling With? Maybe an employee has stopped talking. Maybe you’re dealing with accountability, conflict, attendance, performance—or simply a conversation you’re not quite sure how to approach. Bring it to the FREE Workplace Conversations Clinic on September 21. Join Cathie Leimbach and other leaders to talk through real workplace people challenges, hear different perspectives, and get ideas for moving forward. Register Here