When remote work became widespread, a common objection from managers was that creativity would be lost. The argument was that ideas are born when we meet physically, that it is in the corridors and at the coffee machine that the magic happens. But behind this statement, another question often hides: how do you lead remotely?
Coaching and agile leadership that is built on trust can create at least as good conditions for creativity online as in the office. In fact, both productivity and creativity can increase when employees are allowed to structure their own workday and develop their self-leadership.
Communication, an important factor
When working remotely, communication becomes not only more important, but also more demanding. It is not just about the amount of communication, but above all about the quality. The leader needs to create clear forms for different types of conversations: quick check-ins, in-depth dialogues and workshops where ideas are explored.
A common mistake is that remote meetings become only information exchanges. To unleash creativity, methods and tools are required that make the meetings interactive. Digital bulletin boards, shared drawing spaces, and creative exercises can create engagement and energy. It’s often easier for people to be creative when they get to do something concrete rather than just sitting and staring at each other’s faces on a screen.
Creative methods in digital meetings
Using structured creative methods makes a big difference in remote meetings. One example is PMI (Plus, Minus, Interesting), where the group explores an idea together from multiple perspectives before drawing conclusions. Another example is the six thinking hats, which help teams change perspectives and see an idea from different angles. These methods ensure that conversations don’t get stuck in unclear discussions, but are directed towards creative exploration.
By creating playfulness in meetings, even on digital platforms, you can unlock creative energy that otherwise risks being lost. Everyone knows that a little play almost always leads to more engagement and more ideas, regardless of whether the meeting takes place in a conference room or via video link.
Longer-term risks
However, there are risks in the longer term. In larger organizations, and especially in marketing and development teams, remote work can lead to reduced creativity and collaboration. This often happens when consensus and standardization are established too early. When everyone quickly agrees on a solution, the opportunity to explore differences is lost. These differences are precisely the fuel for innovation.
The leader therefore needs to consciously keep differences alive longer in the process, encourage divergent ideas and create a sense of security where it is allowed to think differently.
From remote work to global work
Another perspective that can provide a more constructive view is to stop considering remote work as a variety of “real” work. Instead, we can see it as work becoming global, a natural consequence of the market becoming global. When products, services and customers are available all over the world, work also becomes global. Working digitally and remotely is therefore not a stopgap solution but an expression of how working life is developing. Just as companies have adapted to international markets, we need to adapt the way we collaborate. By seeing work as more global, rather than as remote work, a more positive story about the future opens up where flexibility, accessibility and diversity of perspectives become strengths rather than obstacles.
Checklist for creative remote leadership
To support both engagement and creativity remotely, a simple checklist can be helpful:
- Create trust as a foundation. Without trust, no one dares to share ideas.
- Vary meeting formats. Use quick check-ins, in-depth dialogues and creative workshops.
- Utilize digital tools. Let the team draw, write and build together in real time.
- Use creative methods. Try PMI, six thinking hats or other structures that break patterns.
- Allow time for differences. Don’t force consensus too quickly, but acknowledge different perspectives.
- Encourage play and energy. Let creativity take place even in formal contexts.
- Get new input. Ask yourself what the benefits are of having employees in other places, instead of what the disadvantages are.
From control to coaching
The decisive factor is not whether we are sitting together in the same room or not. The decisive factor is leadership. A manager who gets stuck in control and micromanagement stifles creativity, especially remotely. A leader who, on the other hand, dares to coach, ask questions, build trust and encourage exploratory behaviors can release enormous amounts of creative energy.
Remote work is not the enemy of creativity. On the contrary, if managed correctly, it can become a catalyst for new ideas and better collaboration.
