What happens to trust when you remove watercooler talk, body language, and hallway high-fives from the workplace? According to communication researcher Peggy Kendall, it all depends on what remote teams and leaders choose to replace them with.

What happens to trust when you never meet your boss in person?

That’s the question communication expert and professor Peggy Kendall kept bumping into—first as a researcher, then as a consultant, and now as a co-author of Trust at a Distance: How to Lead Teams and Build Trust in a Remote World with David Horsager.

Backed by decades of research and interviews with young professionals and seasoned leaders alike, Peggy’s insights offer a fresh and compassionate look at the real challenges—and real possibilities—of remote work. In this conversation, she shares what sparked the book, what today’s teams are really feeling, and what every remote manager needs to remember.

Q: What first drew you to communication research—and to remote work specifically?

Peggy: I’ve taught communication at Bethel University for over 25 years, and my interest in technology and communication started as a mom. Like most children these days, I noticed my kids were on the computer or their devices all of the time. I’d ask them, “Why don’t you go play with your friends?” and I’d hear, “I am hanging out with my friends—on the computer.”

So, I began studying how technology affects our interactions—and it is fascinating! It’s not just that we are typing instead of talking. It’s that we think about ourselves and each other differently with every conversation. It truly changes the chemistry of communication, and that got me curious about how trust and connection work—and sometimes don’t work— in remote workplaces.

Q: You interviewed a lot of remote employees for your research. What stood out the most?

Peggy: I was surprised by how lonely many people felt. One woman started tearing up during our interview. She’d never met her boss in person and said, “I don’t even know if they like me. I never know what I’m supposed to be doing, and sometimes I just feel lost.”

These were capable team members with well-meaning managers. But the managers hadn’t been trained to lead remotely. That’s the gap. It’s not about being a better manager—it’s about learning to manage differently. 

This is what got me excited to work with David on this book: I knew we could make a difference here. It shouldn’t feel this hard.

Q: So what’s different about remote work—and why is trust such a big factor?

Peggy: With remote work, it truly is about the small, consistent things. In person, we pick up on nonverbal cues. We have offices and people we regularly see on our way to our desk, the break room, and the bathroom. We have regular exchanges of smiles and banter in the hallways. Our managers pop into our offices. We see and exchange pictures of our kids and pets, and home improvement projects.

Online, it’s a completely different world. There’s a ton of empty space. We often have to fill in the blanks just to operate. Sometimes that works out great, and we make positive assumptions. But, because we’re human, we often skew negative. In the absence of information, we fill that space up with worst-case scenarios: “They didn’t reply—did I mess up?” “They used a period—are they mad?” 

And this frustration can go both ways. Managers wonder what their teams are thinking, why their team members took a certain approach, or why an employee doesn’t seem to be listening or understanding the true priority.

That ambiguity can erode trust. And without structure or connection, especially for early-career employees, people begin to wonder if what they do—and who they are—matter at all. 

Q: What makes this book different from others on remote work?

Peggy: Many books mention trust as a side note. This one puts trust at the center. It’s also written for managers—not just HR or IT teams. It includes self-assessments, reflection questions, and real-life stories throughout. This is where David’s input and perspective were so important. He works with top executives from around the country, and he’s constantly hearing how managers and leaders don’t know what to do. Remote teams are here to stay, and they can be highly effective—but not by default. 

As we built this book, we didn’t just talk to big corporations. We looked at mid-sized companies where managers are stretched and trying to do the right thing with limited time. Just like anything David is involved with, it is practical, honest, and rooted in empathy for both leaders and employees. The tips we provide on these pages are valuable resources that can benefit any manager, as well as remote team members and companies alike.

Q: If someone only remembered one thing from the book, what do you hope it would be?

Peggy: Consistent, one-on-one check-ins. Trust thrives in predictable, low-stakes moments—especially when they happen regularly.

These micro-meetings are something both managers and employees should do for each other—and for themselves. Get a cadence on the calendar: predictability alone helps strengthen trust. A 15-minute check-in might feel small, but it makes a huge difference. It tells your team: “You matter. I see you. I actively make time for you.” And that consistency—and the occasional temperature and reality check—is what people are craving. 

There are lots of other tips in this book that can make those one-on-ones even more effective. But prioritizing a regular, micro-meeting is a great start.

Q: Beyond your research, what personal lesson has stayed with you the most?

Peggy: When I was a sophomore in high school, I randomly took a speech class—and it changed my life. Before that class, I was a shy, skinny kid who struggled making connections, but in that class, I discovered the true power of connective communication. I found my voice. I found my words. And I discovered what is possible when you speak so that others not only can hear you—way in the back!—but also in a way that they actually listen. And in doing so, I found a way to listen to myself. It changed the way I connect with others, and my whole world opened up.

That’s why I teach public speaking and why I care so much about remote communication. Everyone deserves to feel heard and seen. Remote work has a way of making us invisible—and it doesn’t have to. But it does take intention.

In a world where the “workplace” can mean anything from a cubicle to a kitchen table, Trust at a Distance offers managers the practical strategies they need to lead effectively. Whether you’ve led remote teams for years or are navigating hybrid life for the first time, this book reminds us that trust isn’t about proximity—it’s about presence. And it can be woven into everything we do, no matter where our teams sit.

Peggy Kendall is a Fulbright Scholar and expert in communication and technology whose recent work explores how communication and trust function in remote workplaces. She is the co-author of Trust at a Distance and a sought-after speaker, coach, and consultant. Pre-order the book here.

As the leading voice on trust, David Horsager helps leaders and organizations transform the way they connect, communicate, and perform. His keynotes, workshops, and Trust Edge Certification programs are designed to reinforce real trust—and real results. Want to bring this message to your event or team? Let’s talk.