Management and remote work

In our previous company, we had a small team that worked remotely. We met several times a month, and other than that, we relied on e-mail and calls to stay in touch. This was a great way to allow everyone to be more efficient and focused on their work. Unfortunately, this situation also created gaps in management. Over time, another manager and I noticed that one of the best members of our team seemed to be disengaged in the work. She no longer worked with the same enthusiasm and no longer put the extra touch on their work that we were accustomed to seeing before. In a bilateral meeting with her manager, we discussed her recent work. Should we let her leave work? What happened ? None of us knew the answer. Realizing the Truth, Lack of Actual Communication As we continued to talk, we realized that we had both failed to communicate with her. It has already been months since any of us had any contact with her. Since we realize that the decline in the quality of its work may be solely our fault, we have taken responsibility. I contacted her and immediately scheduled a bilateral meeting, and I am very glad that I did that. I began the bilateral meeting by apologizing for not having been in contact with her in the recent period, and then we started talking about how she was performing. It was then that she discovered that her interests had changed and that she wanted to make some small changes to her job role. It now has different long-term goals as well, so what we thought were great missions that furthered its goals were actually wrong. What was even more surprising to me later was how quickly things turned around. After just a couple of one-on-one meetings in which I listened to her and made some small changes, she began to show her previous enthusiasm and perform quality work. From Book 44 Amazing