Remote teams often receive the least attention and the smallest development budgets, even though they are usually the people who need both the most to function well long term.

Think about how many endless threads and “just one more meeting” dread (the kind nobody has room for in their calendar anyway) could be avoided with a quick check-in when you randomly bump into each other in the canteen. Or how much easier it is to smooth out small misunderstandings over a cigarette break (I know, nobody does that anymore.)

You probably know that isolated feeling too, when you come back from vacation and suddenly it feels like you missed two episodes of your favorite series.

Geographically scattered satellite teams often struggle to feel part of the company bloodstream. Real connection does not form easily, and without connection, trust does not either.

And this is exactly where a subtle “us vs. them” dynamic can start developing between departments. When this develops, information and solutions slow down and eventually stop flowing.

Dennis Jaffe, Glen Tobe and Cynthia Scott write about how often organizations overlook employee experiences and feedback in their book Rekindling Commitment: How to Revitalize Yourself, Your Work, and Your Organization.

Research finding: According to the authors, when it comes to knowing the problems in an organization:

1. 4% are known to top management,

2. 9% are known by middle management,

3. 74% are known by front-line supervisors,

4. 100% are known by employees.