How to Remain Relevant When Working Remotely

Margaret often finds herself one of many squares participating in Zoom conference calls to brainstorm or strategize with colleagues, many much younger than her. Despite her decades of experience and generally outgoing personality, the 62-year-old marketing executive (who asked that I use only her first name), often struggles to share her thoughts, hindered by the perception that she's not "fitting in" with the banter and inside jokes of her colleagues.

Working remotely has made the situation worse, she believes. The only upside: she knows she's not alone. She's heard from others her age that many are struggling to remain visible and valued in work settings that can often feel ageist.

Two in five people feel invisible at work, according to a 2024 report on ageism, and more than three quarters (76%) said they have experienced some form of ageism. Think about how those feelings of invisibility can become even more prevalent when working in remote settings.

Baby boomers who work remotely find themselves facing a dual challenge — remaining relevant among their younger colleagues as ageism continues to be a frequent complaint (whether real or perceived) while also finding a way to stay top-of-mind when missing out on casual in-office interactions.

But many are finding ways to survive, even thrive, while working remotely. Here boomers and workplace experts offer their tips on how others can do the same.

In remote environments, the ubiquitous Zoom meeting looms large. Don't look at these interactions as a chore but as an opportunity to show up in ways that support your professional brand.

"A lot of what I have been hearing about remote workers from leaders across many sectors is the concern that team members are no longer presenting themselves professionally," says Shakira M. Brown, a leadership communication and soft skills strategist with SMB Strategic Media LLC in metropolitan New York. She means the way remote workers appear in emails, on camera, text messages, even over the phone.

Many have gotten too comfortable working at home, she says, and that comfort can translate into the erosion of the personal and professional practices that can make them stand out in a positive way.

Brown recommends that baby boomers focus on their "Virtual Personal Brand." That, she says, "includes how they speak to co-workers, how they convey ideas, how they manage difficult conversations and lastly, how they present themselves visually as a remote worker."

One important aspect of this, she says, is thinking about the image you present when your video camera is on — and when it's off.

"Many people are getting lost in virtual meetings by always meeting with their camera off and a generic blank person icon representing their image," Brown says. "Showing up regularly to a virtual meeting as an anonymous icon demonstrates a complete lack of effort."

It also doesn't serve to make a good impression on colleagues, especially those who have never met you in person. "How often might they assign an important project to a faceless, anonymous colleague?" Brown asks.

Michael Schmied, co-founder and senior financial analyst with Kredite Schweiz, a money lender in Switzerland, says that after spending decades in corporate finance, the shift to working remotely has been interesting for him.

"Staying relevant among younger colleagues in a hybrid setting is no small feat, and honestly, it's something I think about often," he says. "With the lack of face-to-face time, I've had to be more intentional with my efforts — finding new ways to contribute, stay visible and share what I bring to the table."

The key takeaway: think carefully about the image you present in online video meetings — from what you're wearing, to what's visible behind you, to the energy you exude.

We can sometimes be our worst enemies when it comes to establishing the kind of reputation we want to help remain relevant in the workplace. Comments you intend to be casual or innocuous, for example, may reflect poorly on you — or reinforce stereotypes we are all trying to overcome.

For instance, Ronald Osborne, a business coach and founder of Ronald Osborne Business in Fort Lauderdale, Florida, advises boomers to avoid phrases like "back in my day," which can reinforce rather than dismantle stereotypes.

Self-deprecating comments like "I'm having a senior moment," or "My brain doesn't work as fast as it used to," or "You probably weren't even born when. . . ." only serve to reinforce negative stereotypes and firmly position boomers as an example of these stereotypes. Instead, focus on your strengths, your willingness to learn and your adaptability to change and technology.

According to a LinkedIn study, 20% of Gen Z workers said they haven't spoken to colleagues over age 50 in a year while 40% of those aged 55 or over said they haven't connected with Gen Z colleagues in the past year.

That's a situation that can and should be overcome, says Heather O'Neill, a career expert with Resume Now. "Fostering cross-generational connections with colleagues is a positive way to build respect and counteract age-related biases," she says.

Older workers should make sure they aren't self-isolating in the remote workplace, she cautions. "Don't be afraid to initiate conversations with colleagues, share your own perspectives and be willing to both give and ask for support when applicable," O'Neill says.

Being proactive is important in other ways as well.

Don't just sit back and wait for opportunities — seek them out and seize them in meaningful and impactful ways.

Adam Klein, a certified integral coach and managing director of New Ventures West in San Francisco, suggests baby boomers could "set up and lead collaborative think-tank groups to address issues in the organization at a fast pace, in order to remain relevant to their peers."

These, he says, could be small and informal, but should focus on finding solutions and tackling issues that can have real impact. "That effort makes them more visible in forward-thinking conversation, creating a space in which their experience and voice is perceived as critical resources." Don't just mentor or deliver bland advice, he says. Instead focus on having an impact that generates innovation and change.

Osborne recalls a client who was a "seasoned financial manager feeling sidelined in a remote role." They worked together to help position him as an in-house mentor, leading virtual sessions on financial strategy and coaching younger employees on industry insights.

"His credibility grew," Osborne says, "and soon he was regularly invited to participate in key strategy meetings simply because he stayed engaged and took initiative."

While Schmied says he didn't grow up with the idea of "checking in" for visibility, it's become necessary in a remote work environment. "Regular check-ins with key people let me highlight the work I'm doing," he says, "because let's face it, if I don't talk about it, no one else will."

He says he schedules touchpoints casually, "sometimes under the radar, just to keep everyone updated on what I'm up to." These small, consistent interactions go a long way in reminding others that you're there, he says.

Doing this, Schmied says, shouldn't be limited to only direct managers. "I make an effort to reach out to people across teams, grabbing time on their calendars to talk through shared projects or even just to check in," he says. "By building relationships beyond my direct team, I stay more informed and connected, keeping my work in the spotlight a little more. Plus, it gives me a better view of what's going on in the company — where the priorities are shifting, who's handling what and how I can help keep things running smoothly."

Another key best practice that O'Neill points to is regularly seeking feedback from your manager and others. "Seeking feedback helps older workers stay abreast of what is expected of them in the workplace and which skills they may need to acquire to remain successful," she says. "This also demonstrates a proactive commitment to growth and development for the betterment of their team."

Joseph Grenny, one of the coauthors of "Crucial Conversations" and an advisor to Crucial Learning, makes the point that many boomers are likely in management roles with teams that may represent a combination of on-site, hybrid or completely remote workers; and they, themselves, may be working remotely. Crucial Learning research based on a survey of 1,145 people found that the top frustrations people have with their coworkers and managers include:

• Not following through with commitments.

• Making changes to projects unilaterally or without warning.

• Giving half-hearted commitment to their priorities.

• Not giving warning when they're going to miss a deadline.

These can yield some important insights for boomers in management roles on how to ensure both their own and their teams' relevance.

Grenny recommends that boomer managers "find ways to promote meaningful virtual contact, akin to lingering after meetings to catch up with a colleague, stopping a friend in the hallway or chatting at the water cooler."

"Suggest your team meets for weekly or regular virtual huddles that aren't focused on work and are a time to simply catch up or connect," he adds. "Outside of larger meetings, frequently check-in with colleagues to ask how they're doing, and preferably face-to-face, not just via text message."

An important point that sources pointed out here is that this advice isn't uniquely designed to benefit only boomers. All employees can benefit from taking steps to proactively put themselves forward in meaningful ways, to remain visible, and to interact positively with those around them, regardless of generation or other demographic attributes.

Remaining relevant is a personal choice and an opportunity we can all leverage.

Lin Grensing-Pophal 

Lin Grensing-Pophal is a freelance business writer with a background in HR/employee relations and marketing/digital marketing. She is accredited through SHRM, the Society of Human Resource Management, as a Senior Professional in Human Resources and Senior Certified Professional. She also is a member of the American Society of Journalists and Authors and the Association of Ghostwriters.  Read More