Nearly a decade ago, I took my first training and development job in New York City. In addition to being new to the world of corporate learning, I learned that my direct manager would be supervising me remotely from San Francisco. I felt apprehensive. A three-hour time difference and 3,000 miles were the tip of the iceberg of my concerns. Would we be able to establish trust from that distance? How would we develop rapport? What if I needed guidance?

My fears were quickly allayed when my new manager made the trip to New York to personally welcome me to the training team, and that in-person welcome marked the beginning of a strong and supportive working relationship. Mara Malfatti-Rodriguez was more than my manager; she was my cheerleader and had my back. We’ve kept in touch over the years and recently connected to chat about her work. Here’s what she had to say about her career, managing from afar, building relationships, and more.

Sarah Sprott: Tell me about what you do and how you’ve grown in your career.

Mara Malfatti-Rodriguez: I oversee the learning function for JAMS, the world’s largest private provider of alternative dispute resolution services, with offices in 28 major cities throughout the United States and abroad. I’ve been here for over 17 years and in training and development about 11 years. I’m mostly focused on HR and learning and development, including onboarding new employees, providing learning opportunities to seasoned associates, and leadership training.

I credit a lot of my growth to pushing myself to do things that make me uncomfortable. For example, there were times when I panicked the night before and would be nervous about a presentation. But you can’t shy away from things you’re afraid of. I’ve had a powerful leader in my career who’s believed in me. It’s healthy to think about the amount of time you spend in an organization. But at the same time, it’s important to hone your skills and grow outside your primary role. I make sure I’m invested and adding value.

SS: You have a strong track record for keeping turnover low. What’s the secret?

MMR: Our vice president and chief human resources officer always says, “Our people are our secret sauce.” We’re client-facing, but it’s important that we invest in our people and make them a priority over everything. We put our people first, and that drives loyalty. People are treated well, and it’s expected. Ensuring you have a well-engaged team only helps the business. When you look at today’s workforce, you also have to keep younger generations in mind. Addressing generational considerations and development resources with a limited budget requires creativity.

SS: Sometimes engagement can be easier with junior or new employees. How do you keep seasoned employees engaged?

MMR: Engagement surveys and training assessments help. We connect feedback to training needs and interests. In addition to that, we recently added a new position for an instructional design manager. People are asking for training and want to grow at all levels. It could be for professional development within a role. Creating programs that meet seasoned associate needs is critical. You need to apply both the new and seasoned experience and find a way to mesh the two to hit the right mark. Let’s say you only cater to seasoned folks, and it’s just the way you’ve always done it; then you’re working in a silo. We also value our on-the-job trainers. They fill in the gaps. The work is sophisticated, and the people that know it best are the ones doing it every day. It gives them the opportunity to mentor and be subject matter experts.

SS: How would you recommend building relationships across an organization?

MMR: If you can, make time to have coffee with new recruits. You can uncover a lot of information in an informal exchange, and it can be as simple as a 20-minute conversation. That’s how you’re going to get authentic feedback. Also, leverage relationships that you’ve built across the organization. It helps get buy-in when things are rolled out. And don’t underestimate the value of establishing relationships at all levels. You can’t do that unless you have the pulse on your team and other parts of the organization. It’s also important to be authentic. Building rapport takes time, and being your authentic self is so valuable. In fact, working from your total self encourages others to be their authentic selves. It’s okay to be open to all topics. For example, having a book club or anything outside the scope of what you normally do can be an effective way to get to know people better and develop strong relationships. It’s not a matter of manipulation. To be effective as a learning professional, you must understand the needs of your learners.

SS: You’ve managed people remotely for years. What works?

MMR: Finding ways to connect is so important. Schedule weekly or biweekly calls to talk, because too much can get lost in emails. Dedicate time to getting to know people, because so much is missed when you’re not in the same office. I also encourage anything by camera.

There’s something to be said about getting comfortable in the virtual space. Advocate for a travel budget so you can meet with your team. When possible, performance evaluations should be done in person. And when you’re together, spend time on some sort of off-site event. For example, an employee I manage suggested we do a hike in Griffith Park in Los Angeles during the same visit when I delivered her performance review. She pushed me to the top, and it was a total bonding experience. Around the holidays, we do gift exchanges across the country. It brings spirit to the team, even though we don’t see always see each other. It drives home that sense of collegiality and helps build trust, which can be hard when you’re dispersed.