Gig economy Leadership: Yes, remote workers are highly skilled but what are the blind spots?

Welcome!

The recent LinkedIn article highlights a reality that many overlook: remote work is still largely reserved for highly skilled professionals, especially in major UK and European cities. 

The statistics are clear—while 52% of all UK workers never work from home, this drops to just 29% among highly skilled workers. Despite the initial hope that remote work would revitalise struggling regions, the trend remains urban-centric, with most remote-capable professionals still tied to city life and hybrid models. In fact, only 16% of UK workers are fully remote in 2023, and the number of people working exclusively from home has dropped by 14% since 2022. 

Hybrid work has become the new normal, with 28% of UK workers splitting their time between home and office, and over half of all employers still offering some form of remote work.

Across Europe, the story is similar. Eurofound’s 2024 survey shows a decline in both fully remote and hybrid roles, even as the desire for more flexible arrangements grows among workers. 

The percentage of people who want to work from home multiple times a week remains above 50%, but the number of remote positions advertised is falling. There’s a growing gap between what employees want and what employers are willing to offer, and the return to pre-pandemic office routines is causing renewed stress and work-life balance concerns.

Now, here’s the crucial point that often gets missed in these analyses: professional remote workers are not just “working from home”—they are highly skilled, digitally fluent, and bring a unique set of strengths and blind spots to distributed teams.

As leaders, we must recognise that our role goes far beyond logistics or technology. We are responsible for shaping culture and supporting the emotional intelligence and empathy required in virtual environments.

As Al Pacino’s character in “The Devil’s Advocate” said, “Pressure changes everything.” The question is, how do we leverage the strengths of highly skilled remote staff, adapt to shifting consumer needs, and address individual differences to build positive cultures? 

“In our agency’s coaching and mentoring programs- www.fadasdigitais.co.uk-, especially during periods of heightened pressure or change, I always return to three human pillars which make up our signature Triphasic Leadership™ methodology: we must drive in all staff a sense of identity, a sense of belonging, and a sense of safety. These are not “nice to haves”—they are essential for high-performing, resilient teams, especially when the wheels feel like they’re coming off. “ Maria Moreira-Edwards

Building and sustaining a strong culture across remote, hybrid, and in-office teams is one of the most nuanced challenges—and greatest opportunities—of modern leadership. The answer lies in knowing your people deeply—understanding their traits, character, and personalities—and weaving this insight into every aspect of leadership.

Turning to Portugal, remote work has gained significant momentum, with nearly 20% of the workforce—about 1.1 million professionals—working remotely by the end of 2024. 

The trend is strongest in Lisbon and among IT and insurance professionals, but it’s spreading across sectors. 

Importantly, Portuguese law protects the right to telework for parents of young children and those with chronic illnesses, and the number of remote contracts is rising steadily. This shift is transforming not just where we work, but how we lead, collaborate, and support one another.

However, in-office and hybrid teams often bring different, equally valuable skill sets to the table. Many office-based professionals are highly skilled in customer-facing roles, operations, or manual tasks that require on-site presence. These colleagues are often the frontline of customer experience and can provide unique insights into sales, user experience, and even product development.

The real art of leadership today is to become a strategist of relationships as well as tech—someone who not only understands the strengths and blind spots of remote digital talent but also values the practical, interpersonal, and operational expertise of in-office teams. 

Culture is not built in silos; it thrives when we intentionally bridge these worlds, ensuring every team member—regardless of location or function—feels seen, heard, and valued.

Five Master Tips for Engaging Hybrid, Remote, and Office Teams to Build a Positive Culture

• Communicate Consistently and Transparently
  Schedule regular check-ins and ensure information flows freely between all team members, regardless of where they work. Use a mix of channels—video calls, chat, and in-person meetings—to keep everyone aligned and engaged.

• Create Opportunities for Connection
  Organise virtual coffee breaks, hybrid team-building activities, and informal catch-ups. Encourage cross-functional projects that mix remote and in-office staff, building relationships and breaking down barriers.

• Recognise and Celebrate All Contributions
  Make recognition visible and inclusive. Celebrate wins and milestones in both digital and physical spaces—whether it’s a public shout-out in a meeting, a dedicated kudos channel, or a team lunch.

• Lead by Example and Foster Practical Inclusion
  Model openness, empathy, and respect for boundaries. Ensure remote voices are heard in meetings by adopting a “remote-first” mindset and rotating meeting times to accommodate different schedules.

• Leverage the Unique Strengths of Each Group
  Tap into the customer insights of office teams and the digital expertise of remote staff. Invite office-based colleagues to share frontline stories and remote experts to lead digital innovation sessions. This cross-pollination strengthens your culture and drives better results for everyone.

In Portugal, the hybrid and remote landscape is evolving rapidly, with nearly 20% of the workforce now working remotely. 

Yet, the same principles apply across Portuguese-speaking countries: the most successful leaders are those who build bridges between different work styles and skill sets, creating a culture where every person feels a sense of identity, belonging, and safety—no matter where they are.

Did this resonate with you?

Will it help you in your managerial and leadership journey?

Add a comment and share your experience with us.

Maria, Fadas Digitais

My best number +44 (0) 7869 242 007

Sales Leadership and Digital Consultancy www.fadasdigitais.co.uk

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SOURCES AND FURTHER READING

• Eurofound: Quality of Life in the EU 2024

• INE Portugal: Trabalho e Emprego

• Workhuman: How to Build a Strong Hybrid Work Culture

• LinkedIn Economic Graph: Remote Work Trends UK