Many companies have pushed for a return to the office, with about 90% of companies planning to have their employees back in person at least part of the time. This shift presents several challenges – and opportunities – for leaders.
One of the major drivers behind the RTO trend is the belief that in-person collaboration fosters creativity, innovation, and stronger team dynamics, which can be difficult to replicate in a fully remote setting. Companies like Goldman Sachs and Google have led this movement by intensifying their RTO efforts, even making office attendance a part of performance evaluations.
What is a leader’s role in this new way of working?
According to Wellable, “Effective leaders go beyond the logistics of returning to the office and they prioritize the emotional well-being of their teams. This involves recognizing and adapting to the challenges and concerns of each employee, cultivating a psychologically safe environment where team members have confidence in leadership to address their needs.”
Leaders must approach these shifts with empathy and adaptability, ensuring that the RTO process reflects a genuine commitment to the well-being of employees. Some ways to do this are:
- Be transparent about the organization’s rationale behind the RTO policy
- Embrace flexibility based on an employee’s or team’s role instead of having a one-size-fits-all approach
- Rethink physical and virtual workspaces to foster both in-person and remote collaboration
- Offer mental health check-ins and support because these changes can be very stressful for employees