Strategies for Balancing In-Person and Remote Teams

You can’t shove the genie back in the bottle, but you can invite her to hang out. At a recent CEO roundtable, the topic of return-to-office (RTO) popped up, as it always does. One CEO said what many were thinking: “I don’t want to force the genie back in the bottle. But I do want her back when it counts, like when we’re solving big problems, building bold things, or just need the creative jolt that only comes from being in the same room.” Heads nodded. Zoom fatigue is real. So is the slow leak of culture, connection, and energy some teams are feeling. But mandates won’t fix it. Design will. Step 1: Design for moments, not mandates The smartest RTO strategies today are about intentional moments, not showing up just because. Start by: -Mapping collaboration needs, not just job functions -Customize flexibility based on the nature of work, not hierarchy. -Conduct a role-mapping exercise (with department heads) to group functions into 3 categories (examples): Anchor Teams (need in-person time for innovation/collaboration) → e.g., Product, GTM, Marketing Hybrid Core (flexible but benefit from periodic onsite work) → e.g., HR, Finance, CX Remote-First (individual contributor roles with minimal in-person need) → e.g., Engineering, Legal Define expectations: e.g., Anchor Teams = 1–2 days/wk in office; Hybrid Core = 2x/month strategic on sites; Remote-First = optional access -Create “onsite moments that matter” like innovation sprints, customer jams, or hard-problem weeks If people know why it matters, they’ll come. Guilt isn’t a strategy. Step 2: Reimagine the office (because right now, it’s sad) One CEO admitted: “We have a beautiful office, but it’s just empty desks and stale granola bars.” Bring back the vibe: -Design for connection, not silence -Invest in hybrid-friendly tech + rituals -Add some joy: music, good snacks, unplanned laughs. The goal isn’t nostalgia. It’s forward energy. Step 3: Start with the Leadership Team (seriously) If the exec team isn’t modeling in-person energy, forget it. At the roundtable, execs were all on different schedules. No wonder nothing’s clicking. Fix that: -Get aligned at the top, commit to moments together -Make off sites count, real strategy > trust falls -Build equity in visibility. Location ≠ impact. Culture follows leaders. So does momentum. Step 4: Prove It CFOs asked: “What’s the ROI?” Fair. Build a scorecard: -In-office collaboration quality -Utilization tied to outcomes -Top talent retention -Hybrid leadership fluency -Real estate ROI vs engagement Track what matters. Kill what doesn’t. Don’t mandate the magic. Make room for It. One CEO asked: “How do we bring back energy without killing flexibility?” My take: Stop trying to shove the genie back in the bottle. Instead, invite her to drop by, on purpose, when it counts. HR can lead the way. RTO isn’t about control. It’s about designing moments that create meaning. Let’s stop demanding presence. Let’s create gravity.

All is not well in fully-remote OR fully in-office work. While new Gallup research reveals that fully remote workers are more engaged than even hybrid workers (and fully on-site workers are the least engaged - a slap in the face of RTO), they aren't thriving the most - hybrid workers are. It's perhaps no surprise (to all but some CEO's and managers) that fully on-site workers are thriving the least. Interestingly, hybrid workers experience the most stress (just a hair more than fully remote), and disturbingly, fully remote workers are more likely to experience anger, sadness, and loneliness - by a decent margin. Gallup believes that physical distance can create mental distance and that work becomes "just work" without deeper connections with coworkers that can be more easily formed from spending time together in person. They also think that it's the autonomy that comes with remote work which can create stress and lead to the negative emotions mentioned above. I think these are very interesting findings, and I would like to believe that most companies would take the time to reflect on them and take appropriate action. Here's what I think companies can do: 1. Address the emotional well-being of remote workers with regular check-ins, mental health resources, and virtual social activities to combat isolation. 2. Optimize hybrid work environments by creating create clear boundaries between work and home life, help their workers manage workloads effectively, and ensure hybrid workers aren't overcompensating with longer hours. 3. Explore the advantages of remote work, seek to understand what drives the higher engagement and apply these lessons across all work arrangements. 4. Given that each work arrangement faces different challenges, develop tailored well-being strategies for each work type. A one-size-fits-all approach isn't the way to go. 5. Ensure that remote workers have career development opportunities, opportunities to develop meaningful social connections, and achieve work-life balance to close the thriving gap. 6. For companies that are (or are considering moving to) fully in-office work, reconsider hybrid and/or remote work for the clear benefits. I know - wishful thinking, especially for #6. Here's the full Gallup report: https://lnkd.in/ezQB4K5q #WellBeing #EmployeeEngagement #WorkLifeBalance #FutureOfWork #RTO

We measure bandwidth at work. But not human connection. In hybrid and remote models, connection is the challenge. Too many employees commute in, only to find no one there. Too many remote workers feel busy, but isolated. Our research shows how to fix this. 1. Overlap drives value. Only 35% of employees see close collaborators on in-office days. When overlap is low, employees call office days “not valuable.” Coordinating anchor days improves connection without increasing office time. 2. One day goes far. Just a single office day a week builds 70% of cross-functional ties. Additional days have steep diminishing returns. Quality of overlap matters more than quantity of visits. 3. Managers set the tone. Many employees go 180+ days without seeing their manager in person. Regular 1:1s in-office or via video build trust and alignment. Manager facetime correlates with stronger digital connection as well. 4. Leadership visibility matters. Employees with regular executive facetime show higher belief in mission. Executive absence erodes connectivity across the org. Leaders must be seen, not just heard, to reinforce culture. Hybrid and remote work are not just about flexibility. They are about connection, overlap, and access to leaders. Do your hybrid days build connection or just fill calendars?