It is not the one or the other.
Each channel has its own merits and should be used appropriate.
This is what I learned in 2001 when I was supporting an expense reimbursement application for all European employees of HP and what I apply now as a covid remote worker.
Hearing (and seeing) each other is the best way to create connection, especially for people that have limited experience with remote working, but when you hang up, you already forgot the details.
Asynchronous communication is the best way to be specific when giving details or orders, but it is very difficult to estimate whether you have buy in.
Chat is very productive to collaborate if you need to lookup or try out things during the conversation. You don't need to give attention to the other when (s)he is working alone and the history can be saved (and is saved by default in some tools).
Looking at the same window is essential to discuss screen layouts or spread sheets and can be combined both with voice or chat.
Showing a presentation is a powerful tool to take the lead and explain your view/perception on the matter.
Presentations are great, but or either cluttered or incomplete. To launch ideas, it is sufficient to explain them, but if people need to remember the details, write them down in a mail, a document or as comment under the slides.
Often, your communication has persistent value. An idea you share with your pears becomes a proposal towards management, becomes a plan. If you work remotely, you probably have the infrastructure to organise your documentation accordingly (Wiki, Confluence, Lotus Notes, Sharepoint, ...).
Choose the one that is fit for purpose
If you need to give much details and you know the receiver of the message well enough to know what (s)he understands, write a mail. If buy in is not evident, propose to chat or call about it afterwards.
If you have no idea how the message Wil be perceived or how the other can help you, choose an interactive channel, preferably none which allows non verbal communication.
If you have a meeting with more the 2 participants, you either need to see who is speaking or have the discipline to start each interaction by calling your name. Above 5 participants, someone must assertively lead the meeting.
Especially if you are working in different time zones or your company culture allows working when it suites you: share as much as possible in well-structured online tools (Wiki, ...)
Have a balanced mix.
You better hear each other sometimes if you have to be creative together or to build consensus.
Multiple Skype meetings a day will discourage you to write clear, well-structured instructions and requests. For that you need asynchronous communication.
You need to share visual information, but first ask yourself if you will complement it with a well-structured explanation or an interactive discovery.
Often, the right solution is to communicate the details that matter in a mail before you Skype.
It is also good to summarize what is agreed upon orally in a mail. Who sends the mail should depends on the situation, not on the leadership style.
- A to-do list is best sent by the person doing the request.
- A complex engagement is best sent by the person fulfilling the request, so you can verify the request is well understood and the solution will be effective.
Covid Vs always remote
There should not be a difference, but there is.
- People are reluctant to change their habits because they didn't choose to, because they are not convinced it will work anyway or because they know it is temporary. Therefore they either let go and accept inefficiency or mimic the old situation with an overdose of online meetings.
- If you are working always remote, you are probably used to well structured online documentation (Wiki, ...). If you work remote for Covid, you might have physical files, waiting to be completed once you are back. However, you probably have online documentation tools implemented, but not used consequently. Then Covid is an opportunity to improve your team habits.