From My Desk: Leading a Remote Team Through Trial and Triumph

May 3

Here is a statistic that struck me deeply: 25% of U.S. employees now work remotely at least part-time; for those with advanced degrees, it is closer to 50%. As a founder, I have lived this shift—not merely observed it. Remote work is not a perk to offer talent; it is a crucible for leadership if you want to hire great people. What began as a necessity for my dispersed Florida team became a vivid window into what drives people, regardless of where they log in. Below are the lessons I have distilled—some victories, some bruises, some scars, all drawn directly from the grind.

Table of Contents

Clarity Is Not Optional—It Is the Backbone
Connection Outweighs a Flooded Inbox
Rhythm, Not Shackles
Trust Is Fragile—Earn It, Guard It
Bend, Do Not Snap
Tech Is a Workhorse, Not a Showpiece
The Extras That Endure
The View From Here
References

Clarity Is Not Optional—It Is the Backbone

Early on, I assumed my team understood the mission because I did. With offices spanning Florida, I believed we all recognized our unity as a team, though scattered. I was mistaken. Distance magnifies ambiguity into disorder. Transparency became my anchor—defining the objective, the ethos, and what “complete” entails. Burnout emerges when people guess rather than know. Now, I over-communicate: values, project boundaries, even my availability. It is not solely about alignment—it is about empowering them with ownership.

Connection Outweighs a Flooded Inbox

I once thought communication meant relentless updates—emails dispatched, calls scheduled, finished. However, it is not about quantity; it is about resonance. My team spans Florida, and a brief “how are you” exchange lifts morale more than any data report (though I still relish statistics). Virtual challenges seemed trivial initially but dissolved barriers. The key? Allowing them to vent or ideate without my immediate intervention—my absence often fosters more. I established clinician-only group meetings, excluding myself, so they can speak freely and bond. That is when they claim the reins.

Rhythm, Not Shackles

I am an introvert—structure comforts me. Yet remote leadership revealed that consistency is not rigidity; it is predictability. Weekly huddles anchor us; quarterly strategy discussions elevate our gaze. Pointless meetings? Eliminated—time is too valuable. It is a balance: sufficient cadence to propel us, sufficient freedom to breathe. When it aligns, they are invigorated, not exhausted.

Trust Is Fragile—Earn It, Guard It

Micromanaging was my novice error years ago. I hovered, believing it demonstrated care. It did not—it signaled doubt. Stepping back proved challenging, but it is where growth unfolds. Now, I rely on precise feedback—specific, not vague—and encourage mentorship over interference. When they know I support them, they strive harder. The reverse? Distrust creates isolation, and progress halts. I have trusted unwisely too—felt the sting, gained the wisdom. Choose carefully.

Bend, Do Not Snap

Adaptability is essential. I have navigated sudden shifts—think Wi-Fi patches with VPNs, iPads in signal-dead zones, incomplete patient records, or rescheduling a clinician’s day around childcare demands. Flexibility is not indulgence—it is respect. Once, a vital team member required respite after a family crisis. We adapted; he returned stronger. That is the pact: meet them where they stand, and most will reciprocate. The exceptions? They leave scars. COVID underscored this—20% of my clinicians, paid full-time for two years with reduced patient duties, departed when restrictions were lifted. Do not let such wounds harden you. Refine the safeguards, not the optimism.

Tech Is a Workhorse, Not a Showpiece

I once chased sleek platforms—medical records and audits demand precision—but too many tools clutter the path. Now, I streamline: one patient hub, a robust EMR, reliable Wi-Fi. Excess applications confuse rather than clarify. Technology should recede, enabling focus on what matters—patients, not screens. Less distraction, more care.

The Extras That Endure

Certain insights have rooted deeply:
Extinguish small issues swiftly—proactivity spares greater trouble later.
Host a virtual gathering—connection justifies the effort.
Document it—memory falters, Zoom logs endure.
Monitor their well-being—burnout stalks silently, especially in behavioral health.

The View From Here

Leading remotely is not orderly—it is a perpetual adjustment. I personally miss the energy of clinicians in the office; I wish they desired more in-person patient visits. That being said, I would gladly provide them all with full remote caseloads if I could—and if that aligned with their wishes—but patients insist on coming in. They frequently voice their discontent, yearning for human connection and thus, in-person appointments. In mental health, they crave the presence of clinicians—the sight, the sound, the scent of human interaction. This is not about leadership withholding remote options from doctors; it is about patients demanding their return to clinics. Technology enables, but it cannot replace the visceral connection they need. When I lay the foundation—clear goals, candid dialogue, space for life—my team excels, yet the field itself calls them back. Community, not screens, remains the soul of this work. This path has revealed as much about me as it has about them.