Remote work isn’t the problem. Mediocre leadership is

Key Takeaways:

• Leaders often use RTO to gain control, not necessarily to foster culture.
• Studies show remote work can boost productivity if done correctly.
• AI professionals, among others, prefer flexibility and push back on office mandates.
• Trust, strong communication, and intentional strategies are crucial for effective distributed teams.
• Mandating office attendance without addressing root issues risks alienating top talent.

The Real Problem: Leadership, Not Location

Companies grappling with whether to keep employees at home or bring them back into the office are overlooking a crucial truth: remote work itself is rarely the issue. Instead, many leaders struggle to manage teams effectively without physically overseeing them. While flexible setups can flourish, excessive return-to-office (RTO) mandates can stifle efficiency, creativity, and morale.

Why RTO Mandates Persist

Mounting pressure—from investors who believe in-person work improves performance, from executives trying to justify corporate real estate costs—fuels these demands. It’s often less about restoring so-called “culture” and more about control. As seen at Amazon, Meta, Google, and Zoom, stricter attendance policies—from tracking badge swipes to tying office presence to performance reviews—illustrate this trend.

Evidence That Remote Work Works

Research consistently indicates that employee engagement and productivity can soar with hybrid or remote setups. A Gallup study shows that those who work remotely three to four days a week are the most engaged overall. Microsoft found remote work beneficial for individual tasks but acknowledged it requires deliberate management to maintain cross-team collaboration. These findings underscore that the problem isn’t distance; it’s the systems and leadership in place.

Blueprint for a Thriving Distributed Team

Successful remote organizations do not “wing it.” They use clear, documented processes over informal hallway chats, adopt collaboration tools such as Miro and Notion, and make communication deliberate. Managers receive training to lead people they don’t see in person daily, ensuring trust and accountability drive success. In-person gatherings or coworking opportunities can supplement online routines, preventing isolation and fostering connection.

AI Talent Demands Flexibility

In the race for AI talent, the stakes are high—and these professionals increasingly expect the option to work from anywhere. The article notes that AI roles are nearly three times more likely to be advertised with remote options than other tech positions. As the adoption of AI grows, so will the need to adapt work models that appeal to the most sought-after candidates.

Employee Agency and Responses

When leadership ignores the lessons of remote success, employees often notice red flags. Whether they petition, as JPMorgan workers reportedly did, or quietly search for more flexible opportunities, the outcome can be costly for companies. In today’s tight talent market, top performers remain in demand and can choose workplaces that trust them rather than equate visibility with output.

Looking Ahead

With attendance mandates on the rise yet actual office turnout lagging, signs point to a deeper disconnect. Companies that design systems around trust, clarity, and empowerment are poised to attract and keep standout talent—and keep them performing at their best. Firms that cling to top-down in-person supervision risk going the way of underused offices everywhere, with empty desks speaking volumes about leadership gaps just as much as real estate economics.