Let’s be honest, striking the right balance between office presence and flexible working is one of the thorniest challenges on our plates right now. We’ve all seen the headlines. When titans like Google, Disney, IBM and Amazon pushed their return-to-office mandates, the tone felt less like an invitation and more like an order, sparking a completely predictable backlash from their people.
From every boardroom I’ve sat in and every conversation I’ve had on the ground, one thing is crystal clear: returning to the office can’t be a decree from on high. It has to be a dialogue.
It’s About Framing, Not Force
In our line of work, we know that language is never just language; it’s a tool that either builds a bridge or erects a barrier. The way you frame an issue determines almost entirely how it’s received. So, instead of letting this be framed as a “battle” between what the business wants and what employees need, we have to pivot the entire narrative. The goal isn’t conceding ground; it’s about creating common ground based on a shared sense of purpose.
Too many of these conversations get stuck in a rut of zero-sum thinking, where if the leadership “wins,” the employees must “lose.” But if you reframe the entire project as a shared journey to design how we work best, flexibility stops being a point of contention. It becomes a sign that your organisation is agile, mature and trusts its people.
Acknowledge Reality, Then Act with Purpose
We can’t forget the human element here. Over the past few years, people made significant, often irreversible, life decisions. They moved house, took on new caring responsibilities, or completely reshaped their daily lives. As leaders, we have to acknowledge these realities openly and honestly. This doesn’t mean you have to scrap your policies, but it does mean you must understand their very real human impact.
You need to verbalise this understanding. Say it clearly and publicly. Let your teams hear that you recognise what they’ve been through and that you’re committed to finding a model that truly works for the business *and* for them. It’s time to ditch the combative language. Terms like “office mandate” need to be replaced with phrases like “designing our future of work together.”
Focus on the Mutual Wins
One of the most persistent red herrings in this debate is the idea that remote work is the enemy of company culture. But is culture really about geographic location? Or is it about connection, shared purpose, and strong relationships? Your people want to feel a sense of belonging and value their colleagues, just as much as you value productivity and innovation.
Being together in person can spark that brilliant, unplanned collaboration that drives a business forward. At the same time, remote work provides the autonomy and deep focus that boosts individual efficiency. When you communicate this properly, you realise these aren’t competing interests; they are complementary strengths. The objective isn’t to pick a side, but to build a workplace rhythm where both modes of working make the other stronger.
There’s No Silver Bullet, So Start Testing
The truth is, there’s no single, perfect blueprint for getting this right, and that’s perfectly fine. The organisations that will thrive are the ones treating their workplace strategy not as a stone tablet, but as a living system: one that is adaptive, responsive and genuinely inclusive.
So, instead of issuing a rigid, top-down directive, why not adopt a phased, pilot-first approach? Let real data from your own teams guide your decisions, and use their feedback to shape what comes next. Just reassuring your people that the policies will evolve as you learn is a powerful way to cultivate trust.
It’s also about reimagining the office itself. Position it as a destination, not an obligation. What makes being there genuinely valuable? Is it the access to mentors, the creative energy of a team brainstorming, or the simple pulse of working alongside colleagues? Your goal should be to generate a positive ‘fear of missing out’ on what the office offers, not a fear of being forced to attend.
Your Practical Checklist
- Host Proper Listening Sessions: This starts with genuine empathy. Create forums where your employees can share their realities without fear of judgement. Make them feel properly heard.
- Test and Learn with Pilots: Don’t bet the house on a single strategy. Launch small-scale test models with different teams, monitor what actually works, and be ready to course-correct.
- Communicate Relentlessly: Consistency is key to building confidence. Be transparent about the process, even (and especially) when you don’t have all the answers yet.
- Celebrate the Small Victories: Acknowledging incremental progress is vital. Culture isn’t built through grand declarations; it’s built through consistent, daily actions and gestures.
Final Thoughts: We’re Weaving, Not Wrestling
This whole return-to-office conversation doesn’t have to be a source of conflict. When we reframe it with empathy, guide it with real data, and build it on a foundation of trust, it becomes an incredible opportunity to collaborate.
As leaders, our job isn’t just to manage this shift; it’s to humanise it. That is how we’ll unlock not just better productivity, but a deeper, more resilient sense of shared purpose.
