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?

“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]

Same Conversation, Different Expectations: Why One-on-Ones Need a Clear Close

By Cathie Leimbach • September 29, 2026
Jason left his one-on-one feeling encouraged. His supervisor, Ellen, had listened as he described competing deadlines and his interest in becoming a team leader. They talked about the possibility of shifting some of his workload. Ellen also suggested that training might help him prepare for a leadership role. "Let's work on that," she said. Jason thought help was coming. Ellen thought Jason would bring her a plan. Two weeks later, the deadlines were closer. Nothing had been reassigned. Neither had looked into training. During their next one-on-one, Ellen asked how things were going. "I'm still waiting to hear which project you want me to focus on," Jason said. "I thought we agreed that you would work that out." "And the leadership training?" "Did you find a course?" Jason paused. "I thought you were going to recommend one." They had discussed the same topics. They had left with different expectations. Neither intended to let the other down. But they hadn't agreed on who would do what, or when. Turn a Good Conversation into Clear Next Steps Listening matters. So does what happens after you listen. Before you end your next one-on-one, take a few minutes to make sure you and your employee understand what comes next. Talk about priorities. If everything can't be done at once, agree on what comes first. Ask what might get in the way, and what support would help. Make room for professional growth, too. What does the employee want to learn? What responsibility would they like to prepare for? Identify a step you can each take to move that development forward. Then write down your agreements. Keep the notes simple: what needs to happen, who will do it, and by when. Include your own commitments. Putting It Into Practice Ellen and Jason tried again. "The client proposal comes first," Ellen said. "I'll talk with Marcus today about taking over the weekly report. By Friday, I'll let you know whether he can." "I'll find two leadership courses before our next meeting," Jason said. "Then we can talk about which one fits." Both Jason and Ellen knew what to do next. The following week, both reported their findings and they made decisions on how to move forward. Jason’s work became more aligned with Ellen’s departmental goals. Jason felt valued and appreciated. Their weekly one-to-ones became the backbone of their workplace success. Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register Here