In February, a senior manager attended our Leading Your Team course. The program explores how managers can better understand and lead their team members by recognizing different working and relational styles. For him, this experience marked a turning point. He walked away not only with practical insights—but with a new lens on how to bring out the best in his people.

A few weeks later, during a follow-up coaching session, he shared how these lessons had taken root in his day-to-day leadership. Managing a fully remote team, he admitted that getting to know his staff on a more personal and individualized level had taken deliberate effort. But the results, he noted, have been well worth it.

Tailoring Leadership to Individuals

Through one-on-one conversations, he began to uncover what truly motivated each member of his team—and what was unintentionally getting in their way. Here’s how he put those insights into action:

1. Reframing Feedback for Impact
One of his senior staff had been quietly struggling. The staff member felt that all the feedback he received was corrective, and it left him wondering if he ever did anything right. So the manager made a shift—he increased his touch-points and started incorporating more specific, positive feedback alongside his coaching. The change was noticeable. The senior, in a separate conversation, remarked that he now appreciates his manager’s communication and feels more supported.

2. Reducing Touch-points to Build Trust
Another senior on the team had a different challenge. She felt micromanaged by the frequent check-ins, so he adjusted accordingly. They agreed to a short weekly check-in call, which gave her the autonomy she craved while keeping communication open. Since then, her performance has remained strong, and the manager has begun involving her in more complex client engagements.

3. Making Entry-Level Work Meaningful
For an entry-level staff member, the manager was mindful not to let her early assignments feel like repetitive or mindless work. To make projects more engaging, he highlighted a specific learning objective or focus area with each assignment. As a result, she’s been building skills with greater awareness and showing solid progress.

4. Keeping an Average Performer Engaged
Another team member, was described as steady but not standout. Instead of sidelining her, he increased his frequency of communication to help maintain focus and momentum. His goal is to ensure she stays aligned with expectations while continuing to grow at her own pace.

Leadership That Resonates

This senior manager’s story is a reminder that effective leadership—especially in a remote environment—is rarely one-size-fits-all. It requires intention, flexibility, and a willingness to see each team member as an individual. By taking the time to learn how each person works best, he was able to make meaningful shifts that improved morale, performance, and professional growth.

Leadership isn’t about treating everyone the same. It’s about understanding what ignites the spark in each person—and then creating the conditions for it to catch fire.