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Oppsummering
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Before the pandemic, video calls and working from your own sofa felt distant. Most people had never tried it. Then the whole world got sick with the flu, and suddenly people had no choice. Now we're done with all that mess, but the home office hasn't disappeared. So how does it actually work? Can you manage people you never meet in real life? What about building culture with them? Let’s ponder!
Remote office – all the time?
It's not unusual to work from home now and then. But something once unthinkable is now catching on fast. New companies — especially in tech — are going almost 100% remote.
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According to StrongDM, there are now three times as many remote jobs in 2026 as there were before 2020. And that's not all — Forbes reports that 16% of companies worldwide now operate fully remote. |
I have friends who work at a fully remote company, with staff spread across Europe. Everyone in their own home office. So how does it actually work — for leadership, and for building culture?
The employees talk to their colleagues and managers every day. And 2–3 times a year, they travel together. Some trips are just about meeting up and having fun. On others, they put their heads together to build a product or two. And yes, they have a strong culture. Even I can see that clearly, and I've never worked there.
But leading people this way isn't necessarily easy. Like in any company, leadership takes follow-up, ongoing effort, and careful planning. The difference is, it matters even more when you only see each other on a screen.
Building culture, though — that's a different story. Every company can shape its own culture on purpose. But I think culture often grows naturally, from the people who work there. In a company where employees only connect over Slack or Teams calls, you probably have to work harder to shape a culture people actually want to be part of.
What about companies where only some employees work remotely?
Most companies are set up so employees are mainly on-site. But some of them have employees who live far away and can't come into the office often. What about them?
If someone's employed without being in the office much, that's usually agreed on in advance. What matters then is clear expectations, and a shared understanding of responsibility between manager and employee. Good follow-up matters. And it's smart to check in often, whenever you can.
Culture, though, can get tricky. I mentioned earlier that culture partly grows on its own. It's shaped by colleagues who meet every day, and how they connect socially. So it's hard to feel part of that culture when you only catch a glimpse of it on the odd office day, or at the company party.
So, is it possible to lead and build culture with people you never meet?
So what do I think? Is it possible? Yes — I think you can absolutely lead and build culture with people working away from the office. But that doesn't mean it's as easy as having a fixed workplace. It takes more work. Employees need to feel seen and taken seriously. And you, as a manager, need to keep the overview and steer the ship. So go ahead, embrace remote work. Just never forget your people.
FAQ
- Can you actually lead people you never meet in person?
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Yes, you can. But it takes more deliberate work than in a regular office. Follow-up, clear communication, and set routines all matter more when you only see each other on a screen. Companies that get this right often use in-person gatherings a few times a year, to build the kind of relationships Teams calls can't manage alone.
- Can a company build a strong culture without a shared office?
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Culture often grows naturally when colleagues meet every day. So in a fully remote team, you have to work harder to create it. That doesn't mean it's impossible. Companies with staff spread across Europe can absolutely have a strong culture — it just has to be shaped on purpose, instead of growing on its own around the coffee machine.
- What should a manager do for employees who are only in the office now and then?
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The most important thing is a clear agreement on expectations and responsibility between manager and employee. Check in more often than you would with someone sitting right next to you. And make sure follow-up doesn't slip, just because the person is harder to see.
- Can employees who are rarely in the office feel like part of the culture?
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It can be challenging, since culture often grows through daily interaction between colleagues. Those who only drop by now and then can easily feel a bit left out. It helps to create more touchpoints — digitally, or by making the most of those rare office days.
