In 2007, I inherited a blended team, long before COVID normalized remote and hybrid teams. Some of my team members worked together in the same office, others worked remotely in different states (and time zones).

On my first day, I was given very clear direction: “You’ll need to let one of the remote employees go. Performance has been an issue.”

Before making that decision, I wanted to understand what was really happening.

So instead of starting with a termination conversation, I started with curiosity.

I scheduled one-on-one meetings. I asked better questions. I clarified expectations. I listened for obstacles instead of assuming a lack of effort.

What I discovered wasn’t a disengaged employee.

It was a disconnected one.

There was little clarity around priorities. Feedback was inconsistent. And being remote meant she was the last to know and the first to be blamed.

Here’s what I did, and what still works today when leading remote or hybrid teams.

Rebuild Engagement Intentionally

Remote employees don’t naturally absorb culture through proximity. They have to be INVITED into it. So, I began starting meetings with quick personal check-ins. I ensured remote employees spoke early in virtual meetings (so they weren’t an afterthought). I clarified how their work directly impacted team goals. I created a consistent one-on-one space for coaching, not just status updates. I created “water cooler” time by randomly calling to say hello and having human-level conversations, without discussing work.

Engagement didn’t increase because we added more meetings.

It increased because we added more CONNECTION.

Replace Assumptions with Clear Accountability

Performance issues often hide behind vague expectations. I intentionally defined specific outcomes and what “good” looked like. I set clear deadlines and assigned ownership of deliverables. I sent a written follow-up after team discussions.

This clarity created confidence, and confidence improved performance. Within months, the “low performer” was exceeding expectations.

Structure Communication

Blended teams require more structure, not less. So, we implemented a consistent weekly team rhythm. We shared tracking tools so that work was visible to everyone. We defined response-time norms. And our regular coaching conversations focused on growth.

When communication became predictable, trust followed.

I never had to fire that employee. Instead, I learned something powerful:

You can’t manage remote employees by suspicion. You have to lead them with intention.

 

When leaders prioritize connection, clarity, and consistent communication, performance problems often reveal themselves as leadership design problems.

And when you fix the design, PEOPLE RISE!