Navigating Workplace Dynamics: The Challenges of Remote Work Under a New Manager

The workplace landscape has changed dramatically over the past few years, particularly with the rise of remote work. While many organizations have embraced this shift, not all leaders are on board with the idea. A striking experience I recently encountered illustrates this struggle, demonstrating how management style can significantly impact team morale and productivity.

A few months ago, I was introduced to a new manager, having worked under several different leaders during my tenure with the company. From the outset, I sensed an underlying discomfort with remote work. My instincts often help me gauge people’s attitudes accurately, and this manager’s approach raised some red flags.

Almost immediately, our team began experiencing changes. Where previous leaders routinely set up hybrid meetings, complete with virtual links for remote attendees, this manager seemed to dismiss that practice entirely. Most managers make it simple to add virtual meeting links, ensuring everyone can participate, regardless of their circumstances. However, this manager has gone against that norm, opting for in-person-only meetings that leave remote workers feeling marginalized.

Furthermore, when virtual attendees do join, it feels as though the manager willfully complicates matters. Our company recently invested significantly—around $6 million—in renovating our offices with cutting-edge technology. Connecting to virtual meetings should be a straightforward task of plugging in a device and joining the call. Yet, this manager seems to revel in creating drama around the process, making exaggerated comments that imply a struggle with the technology. It’s almost as if they’re putting on a show to emphasize how burdensome virtual participation can be.

In meetings where remote participants join, the spectacle continues. Often, the manager will claim they cannot hear the individual clearly, despite others in the room not experiencing any issues. The ensuing confusion highlights a troubling dynamic: while several team members hear the remote participant just fine, the manager’s insistence on a technical failure suggests an agenda to undermine the effectiveness of remote work.

It’s quite evident to me that this manager may be playing a series of games, intentionally presenting remote work as problematic. If you find yourself in a virtual meeting with them, especially without other witnesses around, you might encounter a barrage of statements questioning your audio clarity—“I can’t hear you” or “You sound distant.” Such tactics only serve to bolster their narrative that remote work is ineffective.

What’s disheartening is that this behavior appears deliberate. The manager, who is relatively young and fit, does not exhibit genuine hearing issues; instead