Permanent teleworking has profoundly changed the way teams are managed. What was once an emergency solution has become the norm for many companies. However, this transition is not just about a change of location. It completely redefines the role of the managerIt's about the way we work, the way we posture, the way we communicate and even the way we think about teamwork.
A change of framework, not a simple adaptation
When remote working becomes the rule, you can no longer rely on everyday signals: a look, a gesture, the atmosphere in an open space. Distance means you lose your human bearings. In this context, the role of the manager is to recreate a coherent framework, even without a physical presence.
This starts with clarity. Every member of staff needs to understand the objectives, priorities and working methods. Meetings need to be more structured, documents more precise and instructions more explicit. Communication becomes a strategic tool, not a simple reflex.
Managers also need to know how to interpret signs of fatigue or disengagement differently. Behind a switched-off camera or a terse message, there may be a silent exhaustion. This is where emotional intelligence comes into its own.
The manager as a human link
In a fragmented environment, you are the anchor of the team. You have to maintain cohesion, giving the feeling that everyone is part of a whole. This role is both relational and symbolic.
Proximity is no longer measured by physical distance, but by the quality of exchanges. That's why you need to increase the number of opportunities for sincere dialogue: regular one-to-one meetings, constructive feedback and informal exchanges. A simple "How are you really doing?" can have more impact than a long meeting.
Le the manager's role becomes that of a facilitator of collective energy. You have to ensure that the collaboration remains fluid, that the links are maintained despite the screen. This also requires recognition. When teleworking, successes are less visible, so you have to name them, value them and make them tangible.
Trust and autonomy: the two pillars of teleworking
Managing remotely means re-evaluating your relationship with control. You can no longer observe, check or supervise on an ongoing basis. Traditional control no longer makes sense.
The key is trust. Not naive trust, but built trust. It's based on clear objectives, measurable results and regular monitoring. You're no longer assessing the time spent, but the quality of the work done.
This approach gives power back to employees. They gain in autonomy, responsibility and initiative. The the manager's role is to guide without stifling, to supervise without infantilising. You become a partner in success, not an invisible supervisor.
But the trust must be mutual. Your team needs to feel they can talk without fear, share a difficulty or a doubt. Without this psychological security, distance amplifies misunderstandings and frustrations.
Preserving the collective dynamic
Working alone in front of a screen weakens the sense of belonging. Over time, motivation wanes and bonds are weakened. To remedy this, the manager needs to orchestrate strong collective moments.
These can be creative meetings, team reviews, or even light-hearted virtual events that keep the conviviality going. These moments are a reminder that the company remains a living body, not a sum of isolated individuals.
Le the manager's role also includes regulating tensions. In teleworking, written misunderstandings can quickly degenerate. A misunderstood phrase in a message can create a simmering conflict. Your emotional vigilance is therefore essential. Knowing how to reformulate, soothe and clarify becomes a strategic skill.
Reinventing managerial communication
Communicating remotely requires greater precision and attentiveness. You need to adapt your tone, your pace and your channels. Too many messages create confusion. Too few give a feeling of abandonment.
The balance lies in transparency and regularity. A short, well-structured weekly update is better than a haphazard stream of instant messages.
Le the manager's role in permanent teleworking, is also to give meaning to the flow of information. When everything is written down, there's a risk of losing nuance. It's up to you to embody the human voice in the digital world.
Think about varying the formats: video conferences, voice messages, written reports. Each channel has its own function. The challenge is not to say everything, but to get across what matters.
The manager faced with his own solitude
Permanent teleworking doesn't just affect teams. It's also changing your day-to-day life as a manager. You too are faced with digital loneliness, an overload of virtual meetings and the difficulty of disconnecting.
Acknowledging this reality is not a sign of weakness, it is a condition of lucidity. You can't support others if you're exhausted yourself. You need to structure your time, set limits and preserve spaces for concentration.
In this context, the the manager's role goes hand in hand with a duty to set an example. If you advocate balance, show it. If you ask people to cut back in the evening, do that too. Your behaviour creates the culture you hope to see in the team.
Towards more humane and responsible management
Permanent teleworking does not signal the end of management, but it does redefine its foundations. Hierarchical authority is giving way to relational legitimacy. The leader is no longer the one who controls, but the one who connects, inspires and protects.
Le the manager's role becomes profoundly human. It involves staying the course, while taking care of people. Combining performance and caring. Balancing individual and collective needs.
You are the guarantor of the quality of the link, the clarity of the missions and the respect for rhythms. Your job is not to plan everything, but to create the conditions for everyone to find their place and their energy.
Permanent teleworking doesn't take away your influence, it shifts it. It's no longer measured by your presence, but by your ability to inspire confidence from a distance.
The role of the manager Facing up to the challenge of permanent teleworking is a demanding challenge, but one that holds great promise for the future. Those who take up this challenge will create teams that are more autonomous, more committed and more aligned. It's up to you to transform this constraint into an opportunity: that of a more lucid, more attentive and more sustainable management style.
