Whether you’re team Zoom or team office coffee chats, this post breaks down exactly what proximity bias is, why it matters, and what both employees and managers need to do about it. No fluff, just real talk.
1. So, What Is Proximity Bias?
Imagine this: Two coworkers are both doing the most—delivering solid work, hitting deadlines, even bringing fresh ideas to the table. But while one’s chatting it up at the office every day, the other’s dialing in from home. Who do you think gets noticed more? Gets pulled into cool projects? Gets tagged as a “top performer”? Nine times outta ten—it’s the one who’s physically around.
That’s proximity bias.
At its core, proximity bias is a type of cognitive bias where people in decision-making roles—usually managers or team leads—tend to prefer or value the contributions of employees they see in person more often. It’s not always on purpose, and that’s what makes it tricky. The brain just defaults to what’s right there. If someone’s visible, chatting in the hallway, popping into meetings, grabbing coffee—they’re just more top of mind.
The issue is when visibility starts to blur the line between perception and performance. Being seen doesn’t automatically mean someone’s doing better work, but proximity bias makes it feel that way.
And it plays out in subtle but powerful ways:
- A manager asks for help and instantly turns to whoever’s nearby.
- Recognition gets handed out casually in real-time, and remote folks miss out.
- Office-based workers are perceived as being “more dedicated,” just because they’re seen working—even if the remote person is quietly outperforming everyone.
There’s also an old-school mentality baked into this: the idea that showing up in person equals “real” work. Like if you’re not commuting, not sitting in a cubicle from 9 to 5, maybe you’re not working as hard. This mindset’s outdated—but it’s still alive and kicking in way too many places.
Let’s be clear: proximity bias doesn’t just create awkward vibes. It can seriously impact someone’s career. People working remotely might get skipped for promotions, overlooked for leadership roles, or left out of key convos—all not because of what they do, but where they do it from. And honestly? That’s unfair and counterproductive for everyone involved.
The messed-up part is, a lot of times, nobody even realizes it’s happening. Managers might say they support flexible work, but their actions say otherwise. Or they might just be moving fast and defaulting to the people they see. That’s why recognizing proximity bias matters—so we can call it out, challenge it, and fix it before it snowballs.
At the end of the day, proximity bias is less about malice and more about default thinking. But default thinking can cause real harm if no one checks it. So whether you’re managing a team, working remote, or just trying to make your workplace more fair—knowing how proximity bias works is step one.
2. Why Should We Care? (Like, Really Care.)
Let’s not sugarcoat it—proximity bias might seem subtle, but the fallout is real. And yeah, it’s usually not some manager being shady on purpose. It’s just human nature. Our brains give more weight to what we can see, and when someone’s working right in front of you every day, they’re just easier to remember, easier to interact with, and—without even meaning to—easier to reward.
But unintentional doesn’t mean harmless. When this bias goes unchecked, it messes with more than just feelings. It disrupts how people grow, how teams function, and how fair a workplace actually is.
🔹 Remote folks get overlooked
You ever been on mute during a hybrid meeting, watching side convos happen while you wait for a chance to jump in? Yeah, that’s what we’re talking about.
Proximity bias creates this invisible divide. Remote employees miss out on those spontaneous chats that happen in office kitchens or in-between meetings. Those convos often lead to ideas, collaborations, or straight-up opportunities. It’s not just about gossip or bonding—it’s about access to decision-making and influence. If you’re not there in person, you might not even know a project is happening until it’s already rolling.
This can leave remote workers feeling sidelined, even when they’re putting in the same—or more—effort.
🔹 Career growth takes a hit
This one stings. You could be killing it from home—hitting your KPIs, offering creative input, keeping everything on track—but still get passed over. Why? Because you’re not as “visible.”
Recognition is often given in the moment. If you’re remote, those moments don’t come as easily. That turns into fewer public shout-outs, less involvement in high-impact work, and when performance review season rolls around… your name might not be the one they remember first.
Even worse, managers might wrongly assume you’re less ambitious or less engaged because they don’t see you hustle. This myth that remote equals lazy? It still lingers in too many places, and it’s blocking a lot of people from advancing.
🔹 It hits company culture
When some team members feel favored and others feel forgotten, things get awkward. Resentment brews. Trust fades. You get cliques, silos, and low-key friction that kills collaboration.
People start checking out emotionally. And when employees feel disconnected or undervalued, they’re not gonna stick around. You’ll see higher turnover, especially among your top performers who know they can take their talent somewhere they’ll be seen and appreciated—regardless of where they work.
From a bigger picture standpoint, proximity bias can slow down diversity efforts, too. Many underrepresented employees lean into remote work because it offers more flexibility and safety from microaggressions or office politics. But if being remote leads to being undervalued, then all that DEI talk becomes kind of performative, doesn’t it?
So yeah, proximity bias isn’t just a “remote work” problem. It’s a company health problem. Ignoring it means losing great people, stalling innovation, and building a culture that rewards face time over real contribution.
If we’re trying to build workplaces that are genuinely fair and forward-thinking, this bias has to be on the radar—for everyone.
3. Real-Life Signs of Proximity Bias
Sometimes proximity bias shows up like a quiet whisper in the background—and other times, it’s screaming in all caps. Either way, spotting it is step one. Because if you don’t recognize the signs, you can’t address the mess.
Here’s how it usually plays out in the wild:
📌 In-office employees always get the scoop first
Got something new happening? A change in process? A last-minute update? If your remote folks are constantly hearing it after the fact, that’s proximity bias. It might not seem like a big deal on the surface, but being the last to know makes people feel like outsiders—and delays their ability to actually do their job right.
📌 Performance reviews feel… off
When performance assessments lean heavily on how “visible” someone is instead of their actual results, you’ve got a problem. A remote employee can be knocking goals out of the park and still rank lower than someone who’s just good at hallway chats and popping into the manager’s office. Visibility isn’t value—but proximity bias makes it look that way.
📌 Remote folks get ghosted on invites
If remote team members aren’t getting added to key meetings or decision-making convos—intentionally or not—it’s a red flag. Being out of sight doesn’t mean they should be out of the loop. It’s not just about fairness; it’s about making smart decisions with everyone’s input, not just whoever’s closest to the conference room.
📌 Office perks don’t reach everyone
Free lunch, better monitors, standing desks, swag bags… If all the good stuff is reserved for people in the office while remote workers get forgotten (or told to “expense it later,” maybe), that creates a clear line between who’s considered part of the inner circle and who isn’t. And that gap? It gets noticed.
📌 Promotions go to the “familiar faces”
Even when the work and results clearly support someone’s readiness for a bigger role, promotions sometimes skew toward people who are physically present. Familiarity becomes a shortcut for trust—so the folks who are literally visible day-to-day tend to get the nod, while remote workers get told to “keep doing what you’re doing” with no actual reward.
📌 Meetings run on office time, not team time
If your company has folks across time zones but meetings are always scheduled around the in-office team’s schedule, you’re unintentionally excluding others. That leads to burnout for people dialing in late at night—or worse, missing the meeting entirely and being blamed for it.
📌 Hybrid meetings aren’t equal
This one hits hard. Hybrid meetings often default to the people in the room. Remote voices get talked over, forgotten, or just don’t feel comfortable jumping in. Add in tech glitches or weak audio, and remote attendees are basically there in name only. If they’re not actively called on or included, it turns into digital wallpaper.
4. How Managers Can Check Themselves (and Fix It)
Let’s call it like it is—proximity bias starts at the top. If leadership doesn’t address it, it trickles down, and the vibe turns real uneven real fast. But the good news? It’s totally fixable. No one’s asking for perfection—just self-awareness, consistency, and effort.
Here’s what solid leadership looks like when it’s actively working against proximity bias:
✅ Acknowledge It’s Real
You can’t fix what you won’t admit. Proximity bias isn’t always loud or obvious, but it’s there. Leaders need to pause and reflect: Am I unintentionally favoring the people I see every day? If the answer’s even a soft “maybe,” it’s time to lean in and change how decisions are being made.
This isn’t about guilt—it’s about growth. Admitting there’s bias is a sign of emotional intelligence, not weakness. It shows you’re tuned into fairness and you actually care about your team’s experience, no matter where they’re working from.
✅ Rethink How You Measure Performance
Let’s ditch the outdated “butts in seats” logic. Just because someone’s in the building doesn’t mean they’re more productive. And just because someone’s remote doesn’t mean they’re slacking.
Real talk: outcomes > optics. If someone’s delivering great work, collaborating, and hitting deadlines, that should matter way more than how many coffee chats they have with you in person. Set goals that are clear, trackable, and location-agnostic. Make it about results, not presence.
✅ Keep Track
Gut feelings are cute, but data is better. Keep a simple log or dashboard that tracks who’s contributing what, how projects are progressing, and where the wins are coming from. This helps take the “I just feel like [insert name] is doing great” out of the equation and replaces it with, “Here’s the actual impact they’re making.”
This doesn’t mean surveillance or micromanaging—it means being informed. It also helps spot if someone’s flying under the radar simply because they’re not visible.
✅ Build Trust, Not Micromanagement
Remote work only works when trust is in the mix. If someone’s pulling their weight, don’t stress about where they’re doing it from. A beach in Spain? Their mom’s house? A silent Airbnb in the woods? Cool—let them cook.
Give autonomy. Let people set their schedules when possible. And resist the urge to over-monitor or check in constantly just because you can’t physically see them working. When you trust your team, they’ll usually rise to the occasion—and they’ll trust you back.
✅ Regular Check-ins, Not Just Big Reviews
Gone are the days when once-a-year performance reviews were enough. If remote folks are only getting real feedback during formal evaluations, that’s a missed opportunity. Create space for smaller, consistent convos that feel natural and low-stakes. It builds the kind of rapport that in-office folks get by default.
These chats don’t have to be deep therapy sessions. Think: weekly 15-minute check-ins, monthly progress chats, or quick Slack huddles. The goal is visibility, not surveillance—just enough connection to say, “Hey, I see you, and I’m here if you need anything.”
✅ Advocate for Better Policies
Managers aren’t just there to manage—they’re in a position to influence. If company-wide policies are tilted in favor of office work, speak up. Advocate for things like:
- Universal flexibility guidelines
- A day each week where everyone works remotely
- Tools that support async work
- Equal access to learning and development
If HQ isn’t gonna drive change, lead it at the team level. Custom-fit what works best for your crew, and adjust as you learn.
✅ Train Your People
If you haven’t done bias training yet—or if it was a one-time PowerPoint three years ago—it’s time to refresh. Bias shows up in all kinds of ways, and most of it flies under the radar until someone points it out.
Give your team leads the tools to recognize proximity bias and navigate hybrid management without defaulting to favoritism. This isn’t about turning managers into robots—it’s about giving them the awareness and skills to lead equitably.
✅ Level Up Your Tech
Let’s be honest: if your tech stack is stuck in 2016, remote folks are at a huge disadvantage. Make sure your digital tools support seamless communication, transparent project management, and real-time collaboration.
That means good Wi-Fi support, yes—but also solid platforms like Slack, Notion, Trello, Zoom, Google Workspace, or whatever fits your workflow. And please, for the love of remote teams everywhere, test your hybrid meeting setups regularly. If people can’t hear, contribute, or access what they need, that’s not on them—it’s on the setup.
5. Employees, You’re Not Off the Hook 👀
Let’s be honest—proximity bias is mostly something leaders need to recognize and fix. But that doesn’t mean employees, especially remote ones, don’t have a role to play too. If you’re working from home, a café, or wherever your laptop lands, there are ways to show up, stay visible, and help keep the balance fair without burning yourself out.
This isn’t about “proving” your worth more than office folks. It’s about being intentional with how you connect, communicate, and contribute—so your work doesn’t quietly fall into the background.
👋 Show up (even if you’re showing up in sweatpants)
You might not be physically walking into a room, but you can still make your presence felt. Don’t skip meetings unless there’s a legit reason, and when you’re there, be engaged. Say something. Ask questions. Use that emoji reaction if that’s your style. Silence is easy to ignore—don’t let that be your default.
And if you’re in a different time zone or juggling other obligations? Communicate that upfront and work with your team to find a setup that keeps you in the loop without stretching you thin.
🗣️ Communicate like it’s your superpower
Seriously, overcommunicating is underrated. Your manager can’t read your mind (especially through a screen), so make sure you’re sharing updates, asking for what you need, and being clear about your progress. Don’t wait for people to ask if something’s done—tell them before they have to.
If something’s not working, say that too. Tools glitch. Boundaries blur. Deadlines shift. You’re allowed to speak up and set the record straight. That kind of transparency doesn’t just make you easier to work with—it builds trust.
💻 Use the tools your team uses
Slack, email, Notion, Trello, Google Docs, Zoom—whatever your squad uses, use it. Don’t ghost platforms where work is happening. It’s not just about checking boxes; it’s about being part of the conversation.
And if the tools aren’t working for you? Say so. Suggest better workflows. Help improve the system instead of disappearing from it.
📅 Stick to deliverables
Remote work can be flexible, but that doesn’t mean you can be flaky. If you say you’ll do something, do it. Deliverables speak louder than DMs. And if something comes up (because hey, life happens), let people know early.
The more consistent and dependable you are, the easier it is for others to trust your output—regardless of where you’re working from. And that trust is the currency that helps fight proximity bias head-on.
🙋🏽 Speak up—and speak out for others too
You’re not just showing up for yourself. Sometimes, being vocal also means advocating for your fellow remote coworkers. If you notice someone getting left out of a thread or not getting credit for something they contributed to, call it out (respectfully). Culture change doesn’t happen unless people challenge the status quo, even in small ways.
Also, if your work or wins are getting overlooked, it’s okay to advocate for yourself. That’s not being cocky—that’s just being clear about your value. It helps shift the narrative from “Oh, I forgot they were remote” to “Oh right, they’re a key player here.”
6. Final Thoughts (Real Ones)
Proximity bias is one of those “unseen but deeply felt” problems. And if we don’t call it out, we’re letting a whole lot of talent get sidelined for no good reason.
For companies, fixing this isn’t just the right thing to do—it’s smart business. You don’t want your best people peacing out because they feel forgotten. For managers, it’s a wake-up call. And for remote employees, it’s a reminder to stay active, present, and vocal.
Work is changing. Let’s not let outdated mindsets hold anyone back.
