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?

Is Absenteeism a Pain in Your Pocket?

By Cathie Leimbach • August 10, 2026
Absenteeism is expensive. Every unexpected absence costs more than a day's wages. Someone else may need to work overtime. Priorities get reshuffled, service slows, projects fall behind, and customers notice. Before long, absenteeism starts taking money right out of your pocket. That's why many organizations turn to attendance policies, incentives, disciplinary action, or tighter oversight. But what if those approaches are addressing the symptom rather than what's really going on? Most people don't wake up one morning and suddenly decide they don't care about their work. Disengagement usually happens gradually. People stop sharing ideas. They stop feeling heard. They begin doing only what's required. Eventually, some stop showing up. By the time absenteeism is brought to your attention, the real issue may have been growing for weeks—or even months. If absenteeism has become a recurring challenge, don't just ask, "How do we reduce call-offs?" Instead, ask "What happened before people stopped wanting to show up?" That question may lead you somewhere an attendance report never will—and may ultimately save far more than overtime costs. Attendance problems. Accountability. Difficult conversations. Team conflict. Every leader faces workplace people challenges, and few have been taught exactly what to do when they arise.  Talking through your challenges with others can be helpful. Ask questions of your network. Get some ideas online. Sometimes another perspective is exactly what you need to see the situation differently. You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on August 17. Gain insights from Cathie Leimbach and other attendees as you explore practical ways to handle the situations you're facing. Register here for the FREE Workplace Conversations Clinic

People Give More When They Know Why Their Work Matters

By Cathie Leimbach • August 4, 2026
Most employees know what they are expected to do each day. Far fewer fully understand why their work matters or how it contributes to the organization's success. Yet that understanding is one of the most powerful drivers of engagement, commitment, and performance. Gallup research consistently shows that employees who feel connected to their organization's mission and purpose are significantly more engaged, while highly engaged teams achieve stronger productivity, profitability, customer satisfaction, and retention. When people understand how their individual responsibilities help customers, coworkers, and the organization succeed, their work becomes more than a list of tasks—it has meaning. Supervisors play the key role in creating that understanding. A job description explains what to do. Leadership conversations explain why it matters. They help employees see how quality, safety, customer service, teamwork, and continuous improvement all connect to the organization's goals. As work changes, priorities shift, or new challenges arise, supervisors who communicate openly help employees understand not only what is changing, but why those changes matter. Questions, discussion, and regular feedback replace assumptions with clarity and build trust. Employees who understand the purpose behind their work are more likely to make good decisions, solve problems, take initiative, and remain committed during difficult times. They also appreciate knowing that their organization is willing to invest in their future through learning and career development opportunities, even if promotion is not immediate. When supervisors consistently connect daily work to a larger purpose through meaningful conversations, employees gain direction, confidence, and motivation. They don't simply complete tasks—they understand the difference they make. And that understanding creates a workplace where engagement, performance, and retention naturally grow. Need Help with a Difficult Workplace Conversation? Great leadership doesn't happen by accident—it happens one conversation at a time. You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on August 17. Gain insights from Cathie Leimbach and other attendees as you explore practical ways to handle the situations you're facing. Register here for the FREE Workplace Conversations Clinic Conversation is where leadership happens.