In-Person Time is Key for Effective Remote Work

Remote and hybrid work models have reshaped the business landscape, offering flexibility and new ways to collaborate. Yet, as Simon De Baene, CEO of Workleap, emphasizes in his interview with me, the effectiveness of these models depends significantly on intentional in-person interactions. Based on his leadership of a globally distributed workforce at Workleap, a software company specializing in HR and IT solutions, De Baene’s insights highlight the crucial balance between autonomy and connection in modern work environments.

Moving Beyond the Office Distractions 

For much of Workleap’s 18-year history, its operations were firmly rooted in an office-centric culture. Like many companies, the pandemic forced a rapid transition to remote work, revealing hidden inefficiencies of in-office operations. As De Baene observed, the office often served as a convenient cover for issues that hindered productivity. Endless meetings, inadequate documentation, and underutilized tools thrived in office environments, contributing to a “death by a thousand cuts” scenario for business efficiency.

The open-office concept, once hailed as a hub for collaboration and innovation, also came under scrutiny. Noise, random interruptions, and the lack of personal space turned into significant distractions. In contrast, remote work forced teams to adopt more structured communication, robust documentation practices, and effective use of technology.

These adjustments, according to De Baene, created a foundation for sustainable productivity. However, the transition wasn’t without challenges, particularly in fostering engagement and maintaining a cohesive culture.

The Dual Challenges of Engagement and Culture 

Employee engagement and organizational culture are among the most cited concerns about remote work. Workleap faced these issues head-on, recognizing that traditional office-based engagement strategies would no longer suffice. De Baene highlights that while remote work brings undeniable benefits—such as flexibility and improved work-life balance—it also demands a reevaluation of what defines engagement and culture.

He notes a significant shift: work has become more transactional and less social. While this might seem like a loss, De Baene frames it as an opportunity to focus on the craft of work itself. For Workleap, this meant emphasizing shared passion for their products and aligning their culture around high performance and innovation.

Engagement, meanwhile, was supported by the increased trust that remote work necessitates. When employees are no longer under constant supervision, organizations must trust them to deliver. This trust, De Baene suggests, can strengthen relationships and contribute to a more empowered workforce.

The Power of Intentional In-Person Connections 

Despite these remote-work gains, De Baene is adamant that in-person interactions remain critical to building trust and fostering human connections. At Workleap, the solution lies in periodic, highly intentional gatherings that maximize the value of time spent together.

Twice a year, Workleap bringsflies all 450 employees to Montreal for a three-day retreat. These events blend strategic planning, community service, and social activities, creating a unique space to inspire and reconnect. According to De Baene, these moments are transformative, not just for team cohesion but also for individual motivation. “When you see a face and connect with the person behind the screen, it changes how you collaborate,” he explains.

Similarly, the company holds monthly leadership days to align on business philosophies and build stronger bonds among senior leaders. These rituals create an environment where trust and understanding flourish, reinforcing the collaborative dynamics essential to a high-performing organization.

Balancing Autonomy and Connection 

The core of De Baene’s philosophy is balance. While Workleap operates as a predominantly remote company, with 99% of time spent away from the office, the remaining 1%—the in-person interactions—amplifies the effectiveness of remote operations.

This balance acknowledges that human connection remains at the heart of successful teamwork. Remote work provides the flexibility to focus, while carefully curated in-person moments build the trust and camaraderie necessary for long-term success.

For other organizations navigating similar transitions, De Baene’s experience offers a clear lesson: remote work thrives when paired with intentional in-person engagement. When I consult for companies considering a remote-first approach, I always encourage them to have regular in-person meetings quarterly or at least every six months. By embracing this dual approach, companies can unlock the full potential of their distributed teams.

A New Era of Work Requires a New Mindset 

As De Baene points out, the workplace has changed permanently. Attempting to cling to pre-pandemic norms while enjoying the flexibility of remote work is a losing battle. Instead, businesses must accept this new reality and adapt accordingly. This means investing in the tools, practices, and rituals that support remote work while fostering meaningful human connections.

Ultimately, success in this new era of work requires a willingness to evolve. By prioritizing efficiency, trust, and intentionality, companies like Workleap are showing the way forward. The lesson is clear: the future of work isn’t about choosing between remote and in-person; it’s about harmonizing the two to create stronger, more resilient organizations.

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