The Remote Work Revolution: Craig Fearn Of Lighthouse Mentoring On Building Strong Cultures in a Digital World

An Interview With Chad Silverstein

Celebrate Small Wins and Be Transparent: In remote settings, it’s easy for achievements to go unnoticed. Make a point to celebrate even the smallest successes and be open about both challenges and victories. This not only keeps morale high but also reinforces that every contribution matters.

The remote work revolution has transformed how we think about work, but it has also raised important questions about maintaining culture and connection in a virtual world. To explore this important topic, we are interviewing Craig Fearn.

Craig Fearn is a workplace wellbeing specialist and mental health advocate who combines lived experience with corporate strategy, serving as Wellbeing Ambassador for the Institute of Directors South West. He founded Lighthouse Mentoring to address stress in high-pressure industries. His frameworks for embedding wellbeing into organizational leadership have been adopted by global firms, emphasizing measurable outcomes and preventative strategies to bridge human sustainability with business performance.

Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

I’ve always been drawn to helping people, even before wellbeing became a buzzword. Early in my career, I actually quit work to study forensic psychology. It was a bold move, but it quickly became clear during a brief stint in teaching that my real passion was in pastoral care — truly looking after people rather than just analyzing them.

I noticed firsthand how stress and burnout weren’t just individual issues, but symptoms of a broader, systemic problem in education and corporate culture. Over the last 15 to 20 years, I’ve dedicated myself to building sustainable wellbeing practices. I wanted to move away from quick fixes and “well-washing” and instead create long-term, supportive strategies that help organisations foster a healthier, more resilient culture.

This journey has been as much about personal growth as it has been about professional commitment, and it continues to inspire everything I do.

Can you share the most interesting story that happened to you since you began working with remote or hybrid teams?

One story that really stands out happened during the early days of remote work when our team was still finding its rhythm. We had just switched to a hybrid setup and I noticed that the energy in our virtual meetings was a bit flat. One day, during a meeting, a team member working from a small farmhouse in the countryside mentioned how the serene environment helped him stay centered. That sparked something in all of us.

I suggested we take a few minutes for a simple breathing exercise. To our surprise, the meeting transformed. People began sharing personal moments, like the sound of birds outside or a quick story about a local tradition they cherished. It wasn’t a scheduled workshop — it was raw and spontaneous.

That impromptu session lifted our spirits and reminded us of the value of slowing down to connect, even when we’re miles apart. It was a beautiful reminder that, amid digital screens and remote deadlines, genuine human connection remains at the heart of everything we do.

You are a successful leader in the remote work space. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

I believe the three key traits are empathy, adaptability, and resilience. Here’s a look at how each has played a role in my journey:

Empathy: I once noticed a team member who seemed unusually quiet during our video calls. When I reached out privately, he shared that he was feeling isolated and overwhelmed by the lack of face-to-face interaction. I arranged a series of virtual coffee chats and connected him with a peer mentor within the company. That simple act of understanding not only lifted his spirits but also improved his performance and engagement with the team.

Adaptability: There was a time when a major client suddenly shifted their priorities, and our entire project plan had to change overnight. Rather than panic, I gathered the team on a quick call and we brainstormed a new strategy on the fly. We reorganized our roles and reallocated resources within a few hours. This swift pivot not only impressed the client but also reinforced our team’s confidence in handling unexpected challenges.

Resilience: During the rollout of our new hybrid model, we encountered several setbacks — technical glitches, communication delays, and even some missed deadlines. Instead of dwelling on the issues, I organized a retrospective meeting where we candidly discussed what had gone wrong and how to prevent it in the future. That honest conversation turned our difficulties into valuable lessons, strengthening our processes and our team spirit for future projects.

Let’s now dive into the focus of our interview. When the shift to remote work became widespread, what was the biggest challenge you faced in maintaining a strong workplace culture? How did you address it?

In the early days of remote work, the biggest challenge was keeping everyone truly connected. Without the everyday interactions of an office, people began feeling isolated and the natural sense of community began to fade.

To tackle this, I introduced weekly wellness sessions. Rather than just meeting for business updates, these sessions were dedicated to sharing personal experiences, practicing mindfulness, and even discussing local traditions. Over time, these moments of genuine connection helped rebuild trust and a shared sense of purpose, making our digital environment feel warm and inclusive despite the physical distance.

What are some of the unique challenges that remote or hybrid teams face when it comes to creating a sense of connection and belonging?

Remote and hybrid teams often struggle with a loss of that spontaneous, everyday interaction that naturally builds trust and a sense of belonging. Without those casual encounters — like sharing a coffee break or a quick chat in the hallway — it’s easy for team members to feel isolated or siloed.

For example, I’ve seen teams working across different time zones become disconnected because they miss out on real-time, informal conversations that help them understand each other on a personal level. To overcome this, I’ve encouraged initiatives like digital watercoolers and virtual coffee sessions where people can share stories about their day or even fun personal updates. This kind of informal, human connection helps to break down barriers, making everyone feel like they truly belong to a supportive community.

By intentionally creating spaces for genuine interaction, we help remote team members remember that behind every screen is a real person with unique experiences and challenges.

What tools or technologies have you found most effective in fostering communication, collaboration, and team alignment in a remote setting?

In my experience, it’s all about blending technology with a genuine human touch. For video calls, I rely on Zoom — it lets us see each other, catch nonverbal cues, and share a laugh, which goes a long way in building trust.

Then there’s Slack, which serves as our daily hub for quick updates, spontaneous chats, and even sharing the little wins of our day. I also appreciate using digital whiteboards like Miro during brainstorming sessions; one time we had a virtual whiteboarding meeting that sparked creative ideas and helped us resolve a tricky project challenge, all while feeling connected and energized despite the distance.

What role does leadership play in building and sustaining a strong company culture in a remote or hybrid work environment?

Leadership is absolutely the foundation for a strong remote or hybrid culture. In a virtual environment, a leader must be more than just a decision-maker — they need to be a connector and a role model. For instance, I once noticed that our team was drifting apart after months of working apart. I initiated regular, informal virtual “coffee chats” that weren’t about projects at all but simply about sharing our lives and interests. This small change fostered a renewed sense of belonging and reminded everyone that they were part of a community.

Another key role is transparency. I recall a time when a major project faced unexpected challenges. I gathered the team for an open forum where I candidly discussed the setbacks and invited everyone’s input on how we could overcome them. This approach not only built trust but also empowered the team to contribute creatively.

Lastly, I believe in leading by example. In my daily interactions, I consistently share both successes and learning moments, encouraging others to do the same. This openness creates an environment where team members feel valued and motivated, driving us all toward a shared vision despite the physical distance

What advice would you give to leaders who are struggling to maintain employee engagement and motivation in a fully remote workforce?

I believe the key is to build real, personal connections despite the digital distance. Here’s what I suggest:

Stay Visible and Accessible: Make it a habit to check in with your team regularly, not just about tasks but about how they’re doing. I set up weekly one-on-ones and virtual coffee breaks, which go a long way in making everyone feel heard and valued.

Create Informal Spaces for Connection: Beyond structured meetings, encourage spaces where team members can share stories or even their day-to-day challenges. I once initiated a casual chat session that unexpectedly turned into a heart-to-heart, where people shared their hobbies and local experiences. This kind of bonding builds trust and motivates everyone to contribute more authentically.

Celebrate Small Wins and Be Transparent: In remote settings, it’s easy for achievements to go unnoticed. Make a point to celebrate even the smallest successes and be open about both challenges and victories. This not only keeps morale high but also reinforces that every contribution matters.

By showing genuine care and fostering an environment where people feel connected and appreciated, you create a strong culture that drives engagement and motivation even when everyone is working from different corners of the world.

Ok, let’s explore actionable insights. Based on your experience, can you share “5 Strategies to Build a Strong Workplace Culture in a Remote Work Environment”? If you can, please include examples or stories for each.

Here are five strategies that have helped me build a strong culture in a remote work environment:

1. Foster Regular, Informal Check-Ins: Early on, I introduced daily virtual “coffee chats” — short, informal meetings where team members could share how their day was going or something personal from their lives. I recall one team member, usually reserved, opening up about a hobby that sparked an unexpected conversation and even inspired a mini-team project. This casual space helped break down the isolation that often comes with remote work.
2. Build Trust Through Transparent Communication: I’ve found that when challenges arise, addressing them openly builds a sense of collective responsibility. For instance, during a major project setback, I organized an impromptu open forum. We candidly discussed what went wrong and brainstormed solutions together. This honest dialogue not only solved the issue but also reinforced that everyone’s input was valued.
3. Create Virtual Social Rituals: Without the everyday hallway chats, it’s important to craft virtual traditions. We started a weekly “virtual happy hour” where we not only celebrated milestones but also shared fun personal updates. I remember one session where a lighthearted discussion about a quirky local tradition unexpectedly boosted our team’s energy, making the day’s challenges feel more manageable.
4. Leverage Collaborative Technology: Tools like Zoom, Slack, and digital whiteboards such as Miro have been game-changers. I recall a brainstorming session on Miro that felt so interactive it nearly replicated the energy of a live whiteboard meeting in an office. These platforms help simulate the spontaneity and creative energy of in-person interactions, which is vital for innovation.
5. Prioritize Employee Wellbeing: A strong culture isn’t just about work — it’s about caring for people. I introduced regular mindfulness sessions and short wellness breaks during our workday. Once, during a particularly stressful period, these sessions allowed a team member to share his struggle with burnout. That conversation led to a team-wide initiative to adjust workloads and integrate more frequent breaks, ultimately boosting morale and productivity

Each of these strategies plays a crucial role in ensuring that even when we’re physically apart, our sense of community and support remains strong.

How do you address potential feelings of isolation or disconnection that employees may experience in a remote work environment?

I address feelings of isolation by creating regular opportunities for connection and personal interaction. One approach I use is a buddy system — pairing new remote team members with experienced colleagues for weekly, informal chats. I recall one new joiner who was feeling disconnected; his buddy discovered they shared a love for vintage photography, and that sparked regular one-on-one conversations that soon blossomed into a small community project around a shared interest.

I also encourage leaders to dedicate time in our team meetings for non-work-related sharing — this might be a brief round where everyone talks about something meaningful from their day. It gives people a chance to be heard and to see that others share similar struggles or joys, creating a sense of solidarity.

Lastly, I organize occasional virtual retreats and themed online gatherings, like a monthly creative workshop or an online game session. These events break up the daily routine and remind everyone that, even though we’re working from different places, we’re all part of one supportive community.

Can you share an example of a remote work initiative, policy, or program that you implemented which had a significant positive impact on your team?

One initiative that really transformed our team was our “Digital House Party.” We recognized that remote work can sometimes leave people feeling disconnected, so I introduced a weekly virtual gathering every Friday. The idea was simple: rather than just ending the workweek with routine updates, we created a space for everyone to share a bit about their personal lives — whether it was a favorite recipe, a quirky hobby, or a fun story from their local community.

I remember one session where a colleague from Scotland brought a traditional dish, and the conversation naturally flowed into discussions about family traditions and regional pride. This not only broke down the formal work barriers but also created genuine bonds among team members. The impact was immediate — our engagement levels soared, and people began to look forward to these sessions as much as their work tasks.

This Digital House Party helped bridge the physical gap, making everyone feel more connected and valued, and it proved that a little personal sharing goes a long way in building a strong, supportive remote culture.

How do you strike the balance between flexibility (one of the main benefits of remote work) and ensuring accountability and productivity?

Striking that balance starts with trust and clarity. For instance, we introduced a system where each team member set their own daily work plan and shared it during a short daily update. This allowed everyone the flexibility to work when they felt most productive while keeping clear expectations and visibility for the whole team.

When someone’s work seemed off track, I’d simply check in one-on-one to offer support or guidance. By focusing on outcomes and open communication rather than rigid schedules, we maintained both flexibility and accountability.

What trends or innovations in remote work are you most excited about, and how do you see them shaping the future of workplace culture?

I’m really excited about several trends that I believe will redefine workplace culture. Here are three that stand out:

1. Integrated Digital Wellbeing Platforms: One innovation that has caught my eye is the integration of wellbeing features directly into our work tools. For example, some companies are now offering built-in mindfulness check-ins and stress-level tracking during virtual meetings. I once saw a team use these features to pause for a quick mindfulness break, which not only boosted their energy but also deepened their sense of connection. This approach shows that technology can support both productivity and personal care, creating a more balanced work life.
2. Immersive Virtual Collaboration Environments: Another trend is the rise of virtual and augmented reality meeting spaces. Imagine putting on a VR headset and suddenly feeling like you’re sitting in a real meeting room with colleagues from around the world. I’ve experimented with a few platforms that simulate these informal, spontaneous interactions — and it really brings a new level of engagement. This innovation has the potential to lessen feelings of isolation and foster creativity, as if we were truly sharing the same space.
3. Outcome-Based Performance and AI-Driven Insights: Lastly, I’m encouraged by the shift towards measuring success through outcomes rather than strict schedules. With AI-driven tools providing insights on employee engagement and performance, leaders can better tailor flexible work policies while keeping everyone accountable. I’ve seen teams transform their culture by focusing on results — this not only builds trust but also empowers individuals to work in ways that suit them best.

Together, these innovations are paving the way for a future where remote work is not only flexible and efficient but also deeply human-centric.

I couldn’t agree more. In my experience, integrating digital wellbeing into our daily routines, using immersive virtual spaces to mimic real life interactions, and focusing on outcome-based performance have all contributed to a more human centered approach to remote work.

When we support our teams both professionally and personally, we create an environment where productivity is matched by genuine connection and care. I’m excited to see how these trends continue to evolve, shaping a future where remote work not only meets business needs but truly nurtures the human spirit.

In your opinion, how does building a strong culture in a remote work environment impact not just employees, but also customers, clients, and the company’s overall performance?

Building a strong remote culture creates a positive ripple effect throughout the entire business. When employees feel supported, connected, and genuinely cared for, they bring that positive energy into every interaction with customers and clients. For instance, when our team participated in regular wellness sessions and informal catch-ups, it not only improved their well-being but also led to more authentic and creative problem-solving. Clients noticed our cohesive, friendly approach, which built trust and deepened longterm relationships.

In essence, a vibrant, human centric culture doesn’t just boost employee morale it directly translates into better service, more innovative solutions, and ultimately stronger overall performance for the company.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people through better remote work cultures, what would that be? You never know what your idea can trigger. 🙂

I’d start a movement called “The Human Connection Initiative.” The idea is simple: let’s reframe remote work as an opportunity to build richer, more authentic relationships not just among employees, but throughout the entire ecosystem. Imagine if every remote or hybrid workplace committed to a few core principles: regular, meaningful checkins; digital spaces designed for genuine connection; and a focus on both personal wellbeing and collective creativity.

For instance, I’d encourage companies to adopt a “virtual watercooler” concept a casual, dedicated space where team members can share personal stories, challenges, and even a laugh, every day. I’d also support structured programs that promote mental wellness, like weekly mindfulness sessions or virtual creative workshops, tailored to bridge the gap that physical distance creates.

By making human connection the cornerstone of remote work, we not only boost employee morale and innovation but also create a ripple effect that strengthens relationships with clients and customers. Ultimately, “The Human Connection Initiative” would be about proving that when we invest in genuine relationships, everyone benefits from the individual to the entire organization.

How can our readers further follow you online?

You can follow me on my website at craigfearn.com, where I share insights, tips, and resources on sustainable workplace wellbeing. I also post regular updates and thought leadership LinkedIn https://www.linkedin.com/in/craig-fearn1.

This was great. Thank you so much for the time you spent sharing with us.

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