Over the past few years, the shift to remote and hybrid work has revolutionized the way we lead teams. For many leaders—myself included—this change has presented an opportunity to reflect, adapt, and grow. Remote leadership demands a unique set of traits, but, in my opinion, one stands above the rest: humility.
When your team is distributed across time zones and locations, ego can quickly become a liability. The ability to lead with humility, however, fosters trust, encourages collaboration, and drives better outcomes. Here’s how I believe that leaders—especially engineering leaders—can check their egos at the (virtual) door and create thriving, connected teams in remote environments.
Overcoming Ego to Build Trust
Leadership in a remote context requires trust. Without the physical presence of colleagues to observe body language or overhear conversations, communication can become transactional if not intentionally nurtured. This is where humility plays a vital role.
Humble leaders understand that they don’t have all the answers. They’re comfortable acknowledging mistakes and open to feedback from their teams. In fact, doing so builds credibility. When leaders admit their own fallibility, they demonstrate authenticity—a key ingredient for trust in remote teams.
One of the most impactful lessons I learned early in my career was that vulnerability is not weakness; it’s a superpower. Saying, “I don’t know” or “I need your help” empowers your team members to step up and take ownership. Sometimes, just putting yourself in a position of asking questions (rather than providing directions) can go a long way in empowering your team. In remote work, where people crave connection and belonging, humility helps humanize leadership and creates an environment where trust can flourish.
The Lack of "Power Signals" in Remote Work
One fascinating aspect of remote work is the absence of traditional "power signals." In a remote environment, there are no corner offices, fancy suits, or dramatic power poses to signal authority. People might be working barefoot and in their pajamas while still delivering extraordinary results. The lack of a physical "stage" (the office) strips away much of the phony posturing and politics that can dominate in-person workplaces.
This shift is a gift for leaders, and they should embrace it. This change means that leaders can evaluate their team members based solely on the quality of their work—as it should always be. Outspoken careerists and performative behaviors lose their influence in a remote setting, creating a level playing field where humility and genuine contribution shine.
Encouraging Open Feedback and Continuous Learning
Remote work often removes the casual opportunities for feedback that naturally occur in office settings—the quick chats in the hallway or over coffee. Leaders must be intentional about creating safe spaces for feedback and fostering a culture of continuous learning.
Humility is critical to this process. When leaders actively seek out feedback from their teams, they model the behavior they wish to see. More importantly, they create a culture where constructive criticism is welcomed and embraced.
At Revelo, we’ve adopted practices like anonymous surveys, retrospective meetings, bi-weekly AMA's, and one-on-ones with open-ended questions to gather feedback. But collecting feedback is only half the battle. Acting on it—and showing gratitude to those who speak up—is what makes a lasting impact. Feedback is a gift. As a leader, you’re not just setting the tone for open dialogue; you’re also showing that your growth as a leader is a continuous process.
Rebuilding Camaraderie with Offsites
While remote work has many advantages, it does come with challenges, particularly the loss of casual camaraderie and in-person bonding. This is where team offsites can play a critical role. Bringing teams together periodically for in-person events—whether to collaborate on a strategic project or simply to connect on a personal level—can help re-establish the social glue that is harder to maintain remotely.
Offsites create opportunities for team members to build relationships, share experiences, and align on goals. For engineering leaders, this can also be a chance to celebrate achievements, discuss upcoming challenges, and foster a sense of unity that transcends virtual boundaries. Given that remote teams are already saving on office costs and often benefiting from nearshoring efficiencies, allocating some budget for offsites can be a strategic investment in team cohesion and long-term success.
Practical Steps to Lead with Humility in Remote Teams
- Listen More, Speak Less: Encourage your team to share their insights and perspectives. Take the time to listen actively, and resist the urge to dominate discussions.
- Admit When You’re Wrong: No one gets it right all the time. Acknowledge mistakes openly and use them as learning opportunities for yourself and your team.
- Ask for Feedback (and Mean It): Regularly seek feedback from your team members. Use tools like anonymous surveys or one-on-one meetings to make it easier for them to share their thoughts.
- Celebrate Others’ Successes: Shine the spotlight on your team members’ contributions. Recognition not only motivates but also demonstrates that you value their efforts.
- Stay Curious: Embrace a growth mindset. Stay open to learning from your team, and encourage them to do the same.
The Bottom Line
Humility is not a trait often associated with traditional views of leadership, but in the era of remote work, it’s become indispensable. By leading with humility, you’ll build stronger connections, foster trust, and create a culture where your team can thrive—no matter where they’re working from. As we continue to navigate the complexities of remote and hybrid work, let’s remember to check our egos at the virtual door and embrace humility as a guiding principle. And let’s acknowledge that this is just the beginning.
In future posts, we’ll explore other facets of team building in remote environments, from maintaining productivity to fostering innovation at scale. Humility isn’t just the right thing to do—it’s the key to unlocking the full potential of our teams.
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