For several years now, labour scarcity has been a concern for managers and business leaders. The current Covid-19 pandemic, that is disrupting the regular course of organizational activities, has exacerbated these concerns and amplified competition between companies for a diverse and mobile workforce. In this context, the importance of human capital, as a strategic asset, forces companies to focus their efforts on developing actions that promote increased employee loyalty. Based on the work experience and life experience of proximity managers, this article focuses on the actions and behaviours that have enabled these managers to adapt and respond to the new realities of telework during the high moments of the Covid-19 pandemic, while maintaining the well-being and the commitment of their employees. This study is based on 18 semi-structured interviews carried out with proximity managers who, in the summer of 2021, had to manage remote teams within a large company in the banking sector. Our results highlight the work and privileged position of these managers to support employees and to recognize and understand their expectations and needs during this period marked by uncertainty and remote management. Our results also lead us to draw conclusions in terms of leadership practices, considering that very few studies have yet focused on leadership and its effectiveness in times of crisis.