Background Following the COVID-19 pandemic, social distancing (a purposeful physical gap between individuals) was adopted as a sound preventative approach, necessitating remote working. Information Computer Technologies enables, to a large extent, employees to operate practically anywhere and at any time. This shift in working mode from proximity to remote has resulted in a significant and abrupt shift in how businesses operate. Furthermore, teleworking was inevitable, but the pandemic has made it mandatory. International NonGovernmental Organizations were among the organizations that have shifted partially or totally to remote work within their local teams. These organizations have a key, but not visited, role in the societies and have partnerships with business organizations. Yet, they are forgotten about researching the remote work phenomena evolved by the pandemic. Aim Our research aims to shed light on the elements of the remote work in the INGOs, including enablers and inhibitors of this phenomenon concerning INGOs management and leadership, as well as the opportunities and the challenges created as a result of it.  Methodology A phenomenological study to compose the expressions of the INGOs managers in working totally remotely in response to COVID/19. This study is conducted using an exploratory qualitative approach by interviewing five managers of Norwegian INGOs  Findings The research exposes areas in managing remote work, such as age in employees' isolation in virtual teams. The INGOs managers have very human-centered perspectives on managing work remotely. The deep human perspective is driven by the vision and goals of INGOs of helping people. The inputs of the INGOs leaders focused on the importance of trust, social relations, freedom, and the well-being of employees.  Contribution From a more helicopter view, the research is an inspiration for learning from INGOs in relation to research in remote work. Up to our research capacity, this research is the first to explore the phenomena of remote work in INGOs in general and certainly in Norway. Practically. Our research might encourage INGO managers to recognize the need to acknowledge the unique characteristics of remote work. Ultimately, the research might help them identify capacitybuilding training for managers and emerging leaders to lead their teams better and include remote work requirements in the proposals for the donors. The organization plans to assign funds for this purpose.  Limitations Cultural limitations as the study were conducted in one country. Limitations related to the data collection as the sample size is small and covers the managers' perception only. Not to mention the age of the managers, which should have an impact on their perspectives. As well as the superficial knowledge and consideration of management issues and remote leadership in INGOs led to difficulty in getting their perceptions. The limitations related to qualitative research and online interviews.