Why the Obsession with "Leading People Remotely" training - Really?

The COVID situation has forced many organizations to implement some degree of working-from-home, which for many had not deemed it appropriate, or even possible before. Understandably, then, there has been a spate in the search for the secret sauce around Leading Virtual Team, Managing People Remotely and so on.

For sure, there are adjustments to be made, learnt and get used to; the lines are blurring between working hours and spaces, and it is admittedly unsettling to be peering into the boss’ kitchen while their cat makes a cameo appearance out of nowhere. But the real question is, “What is it that you are really uncomfortable with?”

I was meeting with a senior exec recently and he said it quite eloquently, “If they are in the office pretending to work, then at least you can see them there working.”

In other words, with remote working, leaders are feeling less able to pretend that they are managing their staff optimally, in reaction to which, they seek the superficial patch of Virtual Team training. I am generalizing, but not exaggerating; I am not decrying virtual team training, but lauding the need for leaders to examine the basis of their discomfort with the challenging situation.

People are still people, and our psychology does not mutate as fast as viruses. Prior to COVID, during COVID and centuries after COVID, we’d still be needing to build that trust, to feel that psychological safety, to be inspired into purpose, and supported in spirit and with resources, so that our inner talents can be manifested into excellence that serves.

The new normal has triggered the reactionary response to learning about remote leadership, whereas more mindfully, it is a prompt to re-evaluate our relationship with the basic tenets of humanship.

Without presence of leadership, mere physical presence makes only remote differences.