4 Strategies to Avoid the Dangers of “Ivory Tower Syndrome” in Remote Work

Ivory tower syndrome is not new. It’s been around for a long time to refer to situations where leaders and companies lose touch with employees. And the consequences can be devastating. The syndrome has been recognized post-pandemic with increases in telecommuting—not because of telecommuting per se but because of the lack of constant employer-employee contact.

Science shows that workplace connections pay off. According Gallup, when that connection is broken, employees feel like they don’t belong, performance suffers and engagement drops. Gallup data shows that “Employees who feel included—based on strongly agreeing with Gallup’s proposed inclusion measures—are more engaged at work than those who do not strongly agree with these survey items.” Research on the red thread and Boarder support Gallup’s findings that strong connections in the workplace have significant benefits for both employees and employers. They found that when companies prioritize connections, they are 2.3 times more likely to have engaged employees, 5.4 times more flexible and 3.2 times more likely to have satisfied customers.

How to Avoid Ivory Tower Syndrome

When leaders exhibit ivory tower syndrome or disengagement from their workforce, employees become isolated, make poor business decisions, and resent management. In today’s remote work environment, this is a particularly relevant topic for Mike Davis, CEO of School, North America’s leading mathematics-only supplemental education franchise with more than 1,100 learning centers worldwide in 10 countries. The CEO has made it his mission to avoid the ivory tower syndrome by implementing various tactics that allow him to balance vision with day-to-day business operations for optimal results. When I spoke with him via email, he listed four strategies for mitigating ivory tower syndrome: prioritizing physical presence, creating a culture of engagement and empowerment, seeking feedback from diverse sources, and investing in continuous learning and growth.

1. Prioritize being physically present. Davis says his organization’s goal is to make Super Fans happen in their education centers through personal connections with students, families and communities. “It’s almost impossible to understand the tone, nature and pace of these important connections via call or zoom,” he notes. “This is only possible in person. When you are regularly present, you can observe behaviors, body language, facial expressions and more. Hearing what is not What is said can be as important as what is said.” He suggests spending time connecting with both employees and customers, asking them to show you what’s working and what’s not, and letting them share their concerns, challenges and victories.
2. Create a culture of engagement and empowerment. Building a culture requires building “Believers,” Davis points out. “If you want everyone on the same page, put the page in front of them,” he suggests, asking, “How do you expect your team to embrace a mission or culture that they don’t see or have any input into? How can leaders know what their people need and want without asking them?” Rather than relying solely on employee engagement surveys, he recommends asking employees through genuine and direct conversation. “Embrace moments of real talk and difficult conversations—those are the most powerful for creating change,” he emphasizes, especially in a multi-location business where it’s hard to grow “loyalists” if you haven’t “walked the floor.”
3. Look for feedback from a variety of sources. According to Davis, when managers engage with employees at all levels of the organization, they gain a deeper understanding of the challenges and opportunities that exist throughout the company. “The same goes for interacting with customers,” he points out. “Everything you do communicates something. When you show these customers – with eye contact, a firm handshake or a synchronized smile – how much you appreciate them, it communicates.” He suggests that too many leaders have tunnel vision. To broaden your leadership skill set and positively influence your decision-making, he advises seeking feedback from external stakeholders and industry/cross-industry experts to provide valuable insights that can inform your decision-making and keep you coordinated with the external landscape.
4. Invest in Continuous Learning and Development. Davis believes that “Collective Intelligence” is a natural platform for continuous learning. “Frequent and transparent communications, especially through short videos and webinars, convey energy and passion around corporate goals, company performance and ongoing initiatives,” he explains, adding the importance of using network data to identify best practices from various purchases to share with the company. “This brings you closer to the nitty-gritty details of the business to make informed decisions that benefit the collective whole of the company,” he states. “Stay current on industry trends, emerging technologies and best practices. Attending conferences, workshops and seminars, reading relevant publications and engaging in professional networks are essential for leaders to broaden their perspectives and stay relevant. By investing in their own development, leaders demonstrate a commitment to personal growth and inspire their teams to do the same.”

Creating a culture of connection

Ivory Tower Syndrome is real, and workers—both on-site and remote—recognize the isolation. In some cases, remote workers fear that being disconnected means they have limited opportunities for professional development. Job seekers are looking for a workplace where they feel connected to their managers and that they care about the company. “A key reason why employees stay – or leave – an organization is tied to their manager relationship,” according to Andrea Couto, vice president of solutions engineering at Betterworks. “To build stronger, authentic relationships, people managers should become highly relational connections based on similar interests and listening in order to learn new perspectives and new ideas,” he says. “The shift from ‘managing’ employees to coaching and performance assistants will be key.”

Companies can start creating a culture of connection by listening to employees’ needs, notes Andrea Meyer, director of benefits at Worksmart Systems. “Balancing these requests with the needs of the employer is necessary, but can be difficult,” he warns. “The HR department can help by liaising between senior management and employees to create guidelines that satisfy both parties. For many organizations, this trade-off can lead to a hybrid work environment, allowing employees to spend some days at home and some days in the office. Hybrid workplaces allow employees to determine how much time they spend in a traditional office environment. These policies promote a better sense of belonging among fully remote and fully internal employees, allowing for freedom.”