Ethics and collaboration aside, evaluate employees on the outcomes of their work rather than how, when, and from where they produce those outcomes.

To get the work done, virtual leaders may become more directive because they feel a loss of control. It is difficult to monitor employees’ work remotely. To compensate, they over-rely on providing structure and direction to monitor and control.

• Threats to team commitment and trust. Building team commitment, trust, and mutual support virtually, is challenging. By focusing on relationship-focused activities, leaders promote a collective sense of purpose and a positive environment.
• Feelings of isol...

Accept that micromanagement isn’t possible as a virtual leader. Delegate to team members and empower them to manage their own performance.

Team members need to know that you care about their well-being and are there to support them. So, check in regularly and encourage team members to keep everyone informed of their activities and any challenges.

Creating space for team members to speak up and is even more critical in virtual environments where people offer feedback less readily.

Leaders must give up on their desire to control. If letting go is difficult, take time to self-reflect. Why micromanage and smother employees? Why keep checking if team members are connected?