Welcome to Mosaic‘s feature with specialist contributions from School entrance tests and Rob Williams Assessment,

Coaching digital skills

The shift to remote work has given many of us a new perspective on how we do our jobs. Without the context of a shared workspace or the rhythm of a typical office day, our own personalities are having far more of a say in our performance.

When coaching and mentoring are more important than ever, it is more difficult remotely to keep coaching effectively. What would make a good remote coach?

Here are the key remote coaching skill sets in our opinion; being able to: Create an atmosphere of trust.

Hold leaders more accountable for driving the organization’s mission and values.

Improve the effectiveness of leadership development.

Enable teamwork and collaboration.

Coach leaders to actively foster employee engagement.

16 remote coaching types

To make the most of coaching remote teams leverage coaching check-ins to discuss development opportunities and career advancement. Also, provide coaching feedback tips and checklists for managers.

Remote Teams Personality Differences

Hybrid working is becoming part of the new normal. Hence we have developed our wfh personas based upon individual personality differences. We have also developed a digital leader assessment based upon our remote leadership model 2021.

Remote Worker Personality Differences

Are introverts better suited to wfh?

Some research findings suggest extroverts may dislike remote work more than introverted personalities.

Extroverts can gain energy from team interaction. Whereas, introverts may find video calls chiefly due to being firstly, the camera’s sole focus. Secondly, having to speak up more frequently in group chats.

Personality differences are apparent in the introverts’ typical preference for reducing outside stimulation. Whereas, the extravert’s need for social connection and other people’s energy is used to make the buzz of a busy office an ideal working environment.

In a hybrid working set-up, this has been replaced by Zoom drinks, sharing playlists and exercising together via a Strava club. Or even by offering a ‘brainstorm hour’ for more sociable staff to bounce ideas off each other.

Certainly if managers made this compulsory for introverts then the whole idea of restorative niches falls down. Where possible getting away from Zoom will reduce the Zoom fatigue which can affect both introverts and extroverts alike.

In summary, a balance of introversion and extroversion qualities may be a productivity sweet spot.

Remote working personality differences

Transitioning to wfh usually comes more easily to people who are naturally more organised and self-disciplined.

Still, few virtual teams can achieve their full productivity potential in stressful times. And that includes remote teams of highly experienced remote workers.

Certain personalities adapt better to the new world of remote work than others. Whereas, other personalities have to make more effort than others.

Remote worker personality differences

How to tackle wfh procrastination

Those who have a lower frustration tolerance are much more likely to procrastinate. Unless you turn off your broadband or close all your browser windows, there will always be plenty of online distractions. Each of us is only ever a few seconds away from buying, listening or researching something new and exciting!

Typically, remote workers with higher frustration tolerances have more conscientious personalities. Still, if that doesn’t sound like you – don’t be disheartened if some of your colleagues are adapting more easily than you. Each will have its own wfh challenges.

We recommend that less conscientious remote workers learn to tame their impulsive nature. It is possible to raise your frustration tolerance in this way. To train yourself not to get distracted as soon there is a challenging task to do next. An uncomfortable call. Or even a team meeting involving someone you don’t like.

Remote working personality differences

Create work boundaries

The most productive remote workers set boundaries and delineate work from leisure. Such domain specificity helps to calibrate behaviour.

  • For instance, you handle tasks a certain way in your office; the same goes for when you get back home.
  • These approaches are likely different since you take on different role identities in each separate environment.
  • But when work and personal matters are occurring in the same space, there are no cues for you to behave the way you do at work while you are outside your physical office.
  • They’re better at what is called micro-transitions between tasks and environments.
  • What matters is getting in the habit of practising creating those hard lines.
  • You must set another boundary the moment you get back to work for a specific amount of time or tackle a specific task uninterrupted.

Remote worker personality differences.

How to stay productive when wfh

Weaker cues and lower accountability may make procrastination more likely at home. Whereas, office environments have stronger contextual expectations. Hence, it’s easier to dismiss unpleasant tasks. When there’s a task on your plate you don’t want to dive into.

For example dress codes and common commuting ‘patterns’. Hence, similar arrival times, a cultural ‘working late’ cut-off times – and even ‘cultural norms for’ non-work time (informal catch-ups on pet projects, chatting, getting the coffees in, socialising after work etc).

Maintaining your energy levels

The way in which people derive their energy could be a factor in remote productivity.

Remote worker personality differences

  • Highly social, extroverted people may have a more difficult time working from home without all the office’s socialising
  • Those who rely on their social environment to enjoy their jobs, stave off monotony and keep up motivation may find themselves disadvantaged, he adds.

The Big 5’s Openness personality differences

High Openness: Individuals who are high in Openness seek out innovation and change. They’re the ones who will find inspiration from the switch to remote work. They will be curious about new procedures and wonder about outcomes. Seek their feedback. The changed perspective of switching to a distributed workforce can inspire them to generate ideas and enjoy what is essentially a mental refresh.

Low Openness: Folks who are low in Openness are having a harder time this month. They prefer the tried-and-tested, so there’s value in maintaining workday routines. If you have an all-hands staff meeting every Friday morning at 10:00, hold the same meeting remotely at the same time. A lack of physical proximity doesn’t mean that workers should slip into communication isolation. Methods to set a virtual meeting should be easy and widely understood, as should the ability to solicit feedback or ask a question.

The Big 5’s Conscientiousness personality differences

High Conscientiousness: Individuals who are high in Conscientiousness keep up with deadlines, pride themselves on producing error-free work, and have high expectations of themselves and others. When left behind closed doors, these High C workers will continue to self-police. Be aware that a downside of high Conscientiousness is perfectionism. When unobserved, these members of your team are prone to obsessing over details. They may need more short-term deadlines than usual to keep them moving along.

Low Conscientiousness: Meanwhile, these employees may be discovering that no one quite knows if they’re starting work later than usual or have lost focus. You can’t maintain eyes on everyone all the time, and you shouldn’t try to do so. Encourage regular dialogue on a messaging platform, and consider having more frequent but shorter meetings distributed across the workday. But don’t forget to treat people like grownups — try worrying less these days about butts in seats and more about getting the work done. Some thinkers do well working at odd hours and in unconventional ways. Let that flow happen.

The Big 5’s Extraversion personality differences

High Extraversion: These people tend to be high in energy, and they like the stimulation of a shared workplace. Consider allowing low-risk personnel to work in pairs if they wish. Suggest that your team members vary where they set up their workspace to provide some variety, including backyards and balconies. Spontaneous one-on-ones and team meetings should continue via your preferred platform. Allow time for a bit of small talk after everyone dials in. It’s the social connections and water-cooler talk that have gone missing, and many are likely craving those old familiar connections.

Low Extraversion: Some joke that the age of global pandemics means that the shy and reclusive people of the world are winning. All jokes aside, people who are lower in Extraversion tend to be more risk-averse, so the current global state may be producing stress in these individuals. While you can’t claim to predict the future in a world of unknowns, you can help bring stability to the workforce. Communicate daily plans. Send your team “How’s it going?” messages. And consider reminding workers of the value of self-care.

The Big 5’s Agreeableness personality trait differences

High Agreeableness: Being high in Agreeableness means that one is plugged into other people and motivated to help, guide, and support others. In uncertain times, those team members will be concerned about colleagues and the community. Advise these employees to limit the news they consume during the workday, lest their own mental health take a series of hits. Appreciate the value of comic relief, and think about team spirit. Encourage your workforce to post lighthearted content if they wish. When lives are disrupted, everyone can use a laugh.

Low Agreeableness: Remote communication can be misinterpreted more easily than face-to-face exchanges. Humorous intent can be hard to discern from written text, even with the benefit of emojis. People can start and stop communication on online platforms, unlike in-person discussions. Individuals who are low in Agreeableness are less inclined to give others the benefit of the doubt and may be prone to disagreements. Video chat formats can help. Daily team meetings, even just for everyone to check-in, may help bring concerns to light.

The Big 5’s Emotional Stability personality trait differences

High Emotional Stability: People who are high in Emotional Stability are well suited to dealing with bad news. Their own moods remain fairly steady and they don’t shut down when the going gets tough. This is an asset when you need folks to be the “calm in the storm.” They are a good match for providing reassuring communication to others. While others might repeat “I’m so stressed,” these are the employees apt to say “It’s going to be alright.”.

Low Emotional Stability: People who are lower here are more reactive. Do what you can to clear out some extra space for their wellness. An unexpected office shutdown is not the time to deliver employee feedback, for example, or push deadlines forward. Delay introducing staff to a new challenge, like taking on an added role or implementing a new policy. Keep it steady, and use ongoing communication to reassure your workers as much as you can.

Remote working personality differences.

Remote Jobs Guide

Lifestyle vlogger

  • Create on-demand or live-streamed video content focused on their day-to-day life.
  • Earning money from partnerships and ad revenues.

Events coordinator

  • With more events going online due to the pandemic, so too are their organizers.
  • Managing, planning and executing events
  • Earn up to £60,000.

Shoutcaster ­

  • Approx 500 people shout casters commentate on esports matches.
  • Earn from contracts and direct donations.

Channel editor

  • Content creators contract people to create/edit video content for their online channel(s).
  • Platforms such as Twitch, Mixer, Facebook and YouTube.

Digital asset creator

  • Creating digital assets for virtual worlds.
  • Approx 40,000 people.
  • Earning money through direct sales/commissions.

Virtual Jobs from home

Indie game developer

  • Approx 40,000 people developing games for independent digital distribution.
  • Especially those crowdfunded on platforms (Kickstarter, Patreon).


  • Playing video games on twitch.
  • Earn from platform partnerships, viewer subscriptions, ads etc.

Virtual Jobs from home

Content manager

  • Curating, managing and organizing online content.
  • For a community, organization, website or platform.

Community manager

  • Approx 400,000 community managers.
  • Building/managing brand’s online communities.
  • Such as responding to users on Twitter (on their brand’s behalf).

Skin designer

  • Designers of “skins” create graphics / audio to changing character appearances
  • Up to £50K earnings per skin.


Virtual Jobs from home

Builds video game modifications, incl. questlines, maps, characters and skins.


  • Collecting items in-game, then selling these to other players.
  • For example useful and/or rare money items, weapons, clothes, furniture etc.

Esports player

  • Approx. 100,000 income-earning esports players worldwide.
  • Collect tournament winnings and sponsorships.
  • Up to $3 million annual income possible.

Social Media Influencer ­

  • Approx. 800,000 globally
  • The more highly paid virtual roles.
  • Create content and build a personal brand around their own lifestyle.
  • Earnings are from their partnerships with brands, who use them to market products or services.

Esports coach

  • Often retired professional players.
  • Earning up to £100,000 a year.
  • Advise and organize team training sessions – for a cut of any prize money.

Esports partnership manager ­

  • Approx 800 esports partnership managers.
  • Manage sponsorships and brand partnerships.
  • Sell sponsorship deals and secure brand partnerships for events, teams and leagues.

Remote Coaching Skills