Leading a Remote Team? You’re Doing It Wrong—Fix It with These 3 Tips

Leading a Remote Team? You’re Doing It Wrong—Fix It with These 3 Tips

The remote work vs. on-site work debate is still sizzling, with some big-name companies calling employees back to the office while others double down on flexible arrangements. It’s a tug-of-war between tradition and innovation, and everyone seems to have an opinion. Enter Steve Drohan, Vice President of Service Delivery at Nuspire, who recently wrapped up a doctoral research study at Purdue University titled A Framework for Leading at a Distance.

Drohan’s work zeroes in on the essential leadership skills needed to manage geographically dispersed teams effectively. As organizations wrestle with the “where” and “how” of work, his research offers a roadmap for leaders who are all-in on making remote work, well, work. Whether you’re team remote, team office, or somewhere in between, his insights are a must-read for anyone navigating the future of work.

Building Trust in a Remote World: The Key to High-Performing Teams

Let’s talk about remote work. It’s not just a trend anymore—it’s a reality for so many of us. But here’s the thing: managing remote teams isn’t just about making sure tasks get done. It’s about fostering connection, building trust, and creating an environment where people feel supported, even when they’re miles apart. And guess what? Research backs this up.

Studies show that consistent communication and trust-building are everything when it comes to managing remote teams effectively. Regular, clear check-ins don’t just keep everyone on the same page—they also help reduce uncertainty and stress for employees. This isn’t just a nice-to-have; it’s a must-have. Broader research confirms that psychological safety and transparency are game-changers for team performance and morale, especially in virtual settings.

But let’s get a little science-y for a second. Did you know trust-building is linked to oxytocin, aka the “bonding hormone”? Yep, positive interactions, frequent check-ins, and authentic communication can actually trigger oxytocin release, helping to strengthen connections—even when you’re not in the same room. Cool, right?

That said, remote communication isn’t without its challenges. We miss out on a lot of non-verbal cues—think body language, facial expressions, and those subtle shifts in tone that help us read emotions. This makes it harder for our mirror neurons (the ones that help us empathize and understand others) to do their thing. But here’s the good news: leaders can bridge this gap. By prioritizing video calls, using intentional vocal tones, and being clear about emotions during virtual meetings, you can create a more connected and empathetic environment.

Here’s the kicker: building trust isn’t just about task updates or hitting deadlines. It’s about showing up for your team in meaningful ways. Regular check-ins, constructive feedback, and genuinely caring about your employees’ well-being are non-negotiables.

A 2022 article, How Leaders Build Trust, drives this point home. Trust isn’t just a nice-to-have leadership trait—it’s a critical asset, especially during times of economic uncertainty and global challenges. As employees look to their leaders for clarity and direction, transparent communication and clear expectations become even more important. By maintaining open dialogue and providing consistent feedback, leaders can create a sense of security and engagement that not only boosts performance but also helps retain top talent.

So, whether you’re leading a remote team or part of one, remember this: trust and communication are the foundation. They’re what turn a group of individuals into a cohesive, high-performing team—no matter where they’re logging in from.

The Leadership Playbook for Remote Success: Empathy, Trust, and Support

The dissertation also underscores the power of relationship-centered leadership in boosting employee well-being. Let’s face it: remote work isn’t all sunshine and sweatpants. Employees often grapple with isolation, blurred boundaries between work and life, and the nagging uncertainty of whether they’re “doing it right.” Drohan’s research drives home the point that leaders need to prioritize building genuine connections, not just micromanaging tasks.

Here’s where it gets interesting: from a behavioral biology lens, chronic uncertainty in remote settings can send cortisol levels—aka the stress hormone—into overdrive. And high cortisol? It’s not doing anyone any favors. It messes with decision-making, stifles creativity, and generally makes everything feel harder.

But leaders have the power to flip the script. By creating predictability in their communication and offering consistent emotional support, they can help dial down the stress response. For remote teams to truly thrive, leaders should:

• Go beyond work updates: Make space for personal check-ins to show you care about the person, not just their output.

• Embrace flexibility: Recognize that everyone’s personal context is different, and offer work arrangements that reflect that.

• Lead with empathy: Model active listening and emotional awareness in every virtual interaction.

When leaders reduce ambiguity and foster emotional safety, they’re not just managing teams—they’re helping regulate stress responses. The result? Healthier, happier, and more engaged teams that can tackle anything, no matter where they’re working from.

From Burnout to Balance: The New Rules for Remote Team Success

Drohan’s framework makes a compelling case for organizations to rethink their structural design when it comes to supporting remote teams. Let’s be real: many companies were built with in-office collaboration in mind, and it shows. From rigid policies to meeting structures and feedback systems, the traditional office model is baked into their DNA. But here’s the thing—remote work demands a different playbook. To lead effectively in a virtual environment, intentional adjustments are key. Here’s where to start:

• Meeting Design: Ditch the marathon meetings and opt for shorter, more focused virtual touchpoints. Why? Because cognitive overload is real. When the brain has to process a flood of information without the physical context of being in the same room, it can lead to burnout and disengagement. Keep it concise and purposeful.

• Goal Setting: Clarity is your best friend. Clearly define role expectations and deliverables to help employees stay focused and avoid decision fatigue. When people know exactly what’s expected of them, they can channel their energy into doing their best work—not second-guessing their priorities.

• Performance Management: Shift from judging performance based on visibility (think: who’s always online) to outcome-based metrics. This not only reduces micromanagement but also fosters psychological safety, allowing employees to thrive without feeling like they’re constantly under a microscope.

But it’s not all about work. Leaders should also create virtual spaces that replicate the spontaneous, informal interactions of a physical office. Think virtual coffee chats, casual Slack channels for non-work banter, or even themed Zoom hangouts. These small moments of connection can spark positive emotional responses, triggering the release of neurotransmitters like dopamine—aka the “feel-good” chemical—that boost motivation and collaboration.

In short, supporting remote teams isn’t just about tweaking a few policies; it’s about redesigning the way we work to fit the realities of a virtual world. And when done right, it can lead to happier, more productive teams—no office required.

The Future of Work: Why Leadership, Not Location, Is the Key to Success

As more organizations push for a return to the office, Drohan’s research offers a timely reality check for those exploring hybrid or remote-first models. Here’s the deal: the future of work isn’t just about where people sit—it’s about how leaders adapt to new ways of working. Here are the key takeaways:

• Transparency Matters: Clear, well-communicated policies around remote work expectations aren’t just nice to have—they’re essential. They build trust, reduce uncertainty, and help keep cortisol levels (and stress) in check. When employees know what’s expected of them, they can focus on doing their best work, not worrying about the rules of the game.

• Leadership Development is Key: Let’s face it—leading virtual teams isn’t the same as managing in-person ones. Organizations need to invest in leadership training that equips managers with the skills to navigate virtual collaboration, including an understanding of how biological responses (hello, oxytocin and cortisol) shape team dynamics.

• Culture Must Evolve: Hybrid work isn’t just a logistical shift—it’s a cultural one. Companies need to ensure that contributions are valued equally, whether someone’s in the office or logging in from their living room. This means ditching the “out of sight, out of mind” mentality and creating a culture where everyone feels seen and appreciated, no matter where they work.

For employers willing to embrace these insights, the payoff is huge: resilient, engaged teams that thrive on flexibility—something modern workers aren’t willing to compromise on. And with ongoing research like Drohan’s, organizations can make smarter decisions about how to balance productivity, employee satisfaction, and strategic goals in a post-pandemic world.

At the heart of the remote vs. on-site debate is a simple truth: leadership effectiveness isn’t about physical presence—it’s about the environment leaders create. Whether teams are in the same room or spread across time zones, success comes down to fostering collaboration, building trust, and creating the right conditions for performance. And when leaders get that right, teams can thrive, no matter where they’re working from.

Leading a Remote Team? You’re Doing It Wrong—Fix It with These 3 Tips