Nov 14, 2024
Janelle Beck, Senior Copy Editor & Tracey Carney EdD, Research Manager
Leaders have been put to the test many times over the last four years. Whether it was transitioning their teams to a remote model or having to rally their people around yet another reorganization or technological advancement, leaders have had to be tirelessly ready to Model the Way for their teams in the constantly evolving world of work – and there is no sign of slowing down.
There is yet another major change on the corporate horizon as an increasing number of organizations enforce return to office mandates. Whether it is a strict full-time return to in-person work, or a more moderate hybrid schedule, requiring some amount of time in the office is the new norm and people are conflicted.
While organizations have given a variety of reasons for this sudden surge, the majority of executives promote the benefits of in-person collaboration, hallway and water cooler aha moments, and increased productivity as reasons for calling employees back to their cubicles.
Wiley Workplace Intelligence surveyed 1,742 people with the goal of gaining a deeper understanding of these return to office mandates, how people are feeling about them, and what leaders can do to ease this often-fraught transition from the increased flexibility of remote work back to cubicles and conference rooms nationwide.
While there has been a wave of widely publicized mandates requiring people to return to the office, organizations are still largely dispersed when it comes to their work models. 18% of our respondents were fully remote, 41% are full-time in the office, and 41% are hybrid.
Almost half of those surveyed reported having a return to office mandate in their organization. These mandates can inspire a variety of feelings. Some may be looking forward to the return to what they see as pre-pandemic normalcy, some are open to the idea, while others are mourning the loss of their increased work/life balance and flexibility.
Amplifying the uncertainty around these mandates is a perceived lack of transparency around why they are happening. While we can all look at recent job postings and note that most now require at least some time in the office, there is the lingering question as to why now? Managers, specifically, are put in a tricky place when it comes to leading teams through these transitions while not always having clear answers themselves.
This is where frequent communication comes into play. As exemplary leaders, it is imperative that you lead by example and listen to the concerns of your team, seeking to find clarity with your managers and executive leaders when possible.
Our research showed four primary areas of concern for people who were given return of office mandates. Respondents shared that leaders did not effectively address their concerns in the following areas:
Communication is key as you navigate the possibility of a return to office mandate in your organization. Many companies have thrived under remote work models, and equally as many have struggled. How you navigate the transition into a hybrid, or in-person model entirely depends on the organizational culture, quality of communication, and how leaders engage in the behaviors and practices of exemplary leadership.
When leaders follow The Five Practices of Exemplary Leadership® it can create strong relationships with everyone on the team, regardless of where they are working from. The Five Practices create a framework of leadership that can be applied to all teams in every setting, strengthening connections and cultures as workplaces continue to evolve.
Since so much hiring was done during the remote era of the pandemic, it is common for teams to have some people impacted more than others by return to office mandates. Whether it is by distance, job function, or other reasons entirely, some may have required office attendance, while others do not. This can create tension on both sides, with remote employees fearing they will miss the in-person bonding that happens in the office, and those who are required to go into the office may feel a loss of flexibility and autonomy that remote work provides.
As leaders move through these transitions, one thing is clear: Communication is key. Chances are, managers will have to lead hybrid teams if not now, soon, and increasing the ways in which they connect with their employees is going to be imperative to maintaining cohesion and equity while boosting morale.
Our research found that in-person managers met with their direct reports twice as much in the office as they do with their remote direct reports.
21% of people managers meet with their remote direct reports once or more per day
41% of people managers meet with their in-office direct reports once or more per day
While that is just one example of the increased connection managers have with their teams while in person, it is an important data point that demonstrates how necessary it is for managers to maintain connection with their remote/hybrid employees when they are not in the office.
Not only to ensure they stay in the loop about deliverables and projects, but also to build the interpersonal bonds that are equally as important to creating positive organizational cultures that produce results.
Here are four ways leaders can encourage collaboration and strengthen relationships on hybrid teams, as found in our research.
Whether leaders are ready or not, another big shift in the workplace is coming and taking the time to invest in effective communication will be the key to how you navigate the bumpy road ahead.
Wiley’s suite of professional solutions provides a structure and common language to help empower entire organizations with the skills needed to get to the next level. From unlocking the power of leadership at every level with The Leadership Challenge®, building better teams with The Five Behaviors®, improving understanding to create engaged, collaborative, and adaptive cultures with Everything DiSC® on Catalyst™, or helping you make confident hiring decisions with PXT Select®, Wiley has innovative solutions that help make the workplace a better place.
Wiley Workplace Intelligence conducts in-depth research on key workplace issues by gathering insights from individual contributors, managers, and leaders. Wiley Workplace Intelligence then analyzes these findings to provide actionable solutions that are shared in our blog.
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