6 Ways Leaders Are Rebuilding Team Connection and Culture in 2025

As remote and hybrid models reshape the corporate world, leaders are rethinking how to preserve connection, trust, and company culture. While some have embraced virtual flexibility, others are finding new ways to foster belonging, support mentorship, and maintain strong team dynamics. These six leaders share how they’re building meaningful connections—whether in person, remote, or somewhere in between.

1. Prioritizing Trust and Connection in a Remote World

Kelly Tucker, Managing Director, HR Star Consulting Ltd

When advising our clients on workplace policies, the conversation always comes back to trust. For teams to succeed in a hybrid or remote environment, you must start from a foundation of accountability and respect. One trend we’ve seen grow in 2025 is companies moving away from rigid hours and toward outcome-based performance measures.

It’s not about when or where someone works—it’s about what they accomplish. That means creating systems for transparency, ongoing feedback, and clear goal-setting. We also encourage intentional communication practices. Without the watercooler, it’s even more important to check in, celebrate wins, and make space for open dialogue. Tools like virtual town halls and asynchronous updates help keep everyone aligned, even across time zones.

What’s key is avoiding a two-tiered system. Remote and in-person employees should have equal access to career advancement, recognition, and leadership opportunities. That requires deliberate design—not just policies on paper, but behavior modeled from the top.

2. Encouraging Team Engagement Through Purposeful Design

Rick Enos, CEO, Solite Energy Solutions

As we scaled our team in 2024 and 2025, we recognized the need to invest in spaces and routines that make people want to connect—not just show up out of obligation. Our hybrid model means most employees come in two to three days a week, and we’ve designed those days around collaboration, learning, and culture-building.

We created team “anchor days” where departments align their schedules, host brainstorming sessions, and even run community lunches. On remote days, we use structured updates and shared dashboards to keep momentum and accountability high.

We’ve also repurposed part of our office to serve as a resource hub—quiet focus zones, tech-equipped meeting rooms, and even a wellness corner. For us, the office isn’t just real estate—it’s a cultural asset. And every decision we make about it reflects the value we place on our people.

3. Remote Culture Takes Effort—But It Works

Matt Ward, Team Lead, The Matt Ward Group

We went fully remote back in 2022, and at first, we underestimated how much effort it would take to maintain our team culture. Over time, we built new rituals that now feel second nature—Monday wins, Friday shoutouts, quarterly in-person retreats. These things help us stay close, even if we’re hundreds of miles apart.

But what really keeps us tight is our focus on shared purpose. Every new hire goes through onboarding that emphasizes our mission and values. We revisit our goals as a team every month. And managers are trained to build personal relationships with their reports—not just track KPIs.

Remote work hasn’t weakened our culture—it’s challenged us to make it stronger by design. That said, we’ve learned that one size doesn’t fit all. What works for us might not work for a company with different rhythms, customers, or team dynamics. You have to listen to your people and adapt accordingly.

4. Rebuilding Culture After a Transition

Jake Miakota, CEO, Subdivisions.com

We underwent a massive shift in 2024—downsizing our headquarters and transitioning half our team to remote. It wasn’t easy, and at first, it really disrupted our sense of cohesion. But we knew that rebuilding culture couldn’t just mean bringing everyone back in—it had to mean reconnecting with what made our team great in the first place.

We focused on three things: clarity, consistency, and care. Clarity in expectations and communication, consistency in how we showed up as leaders, and care in recognizing the human side of every team member’s experience.

We launched an internal mentorship program, created peer-led coffee chats, and started sending monthly team kits with surprises—from snacks to handwritten notes. It’s not just about morale—it’s about making people feel seen and supported, wherever they are.

5. Leaning Into Human-Centered Leadership

Dave Spooner, Co-Founder, Innago

The way we lead has had to change. In a hybrid world, you can’t assume culture will develop organically—it has to be intentionally nurtured. We encourage our managers to lead with empathy, clarity, and structure. That means checking in regularly, being transparent about decisions, and making space for two-way dialogue.

One shift we’ve made is moving from static annual reviews to rolling performance conversations. Employees feel more in touch with where they stand and where they’re headed. It’s helped us retain top talent, especially in roles that can feel isolated without regular feedback.

We also built a “culture council” made up of team members across departments. They plan events, spotlight colleagues, and give input on workplace policies. It’s helped keep our values front and center—and helped our leadership team stay grounded in the employee experience.

6. When Face-to-Face Matters Most

Jimmy Welch, President, The Jimmy Welch Team

Our business is deeply personal—buying or selling a home is one of the biggest decisions people make. That’s why in-person connection will always be a core part of our culture.

Even though we offer flexibility and remote tools, we prioritize regular face time. Weekly team meetings, client walk-throughs, training sessions—they keep us aligned and connected.

But the biggest driver of culture for us is ownership. Everyone on the team knows their role, takes pride in their results, and supports each other like family. That kind of culture doesn’t come from policies—it comes from people.

We keep things simple: high trust, high standards, and a whole lot of gratitude. Whether in the office or on the move, that mindset keeps our team strong.

Final Thoughts: Leading With Intention in a Changing Landscape

In 2025, workplace connection and culture aren’t about proximity—they’re about purpose. Whether fully remote or hybrid, these leaders prove that with intention, flexibility, and trust, teams can stay aligned and engaged.

Brooke Colglazier

Marketing Manager