Return to Office (Again): Now What?

You just got the email.

Your company is tightening its remote work policy, again.

You can practically hear the collective sighs, groans, and silent eye rolls… through your email. It’s a familiar refrain: “We’re tightening our remote work policy.” Again.

Welcome to the latest wave of Return to Office (RTO) mandates—some gentle, some not so much. After years of navigating pandemic shifts, hybrid experiments, and the great “we’ll never go back” proclamations, many organizations are backpedaling. And once again, it’s managers who are caught in the middle.

So, what now?

Let’s unpack the nuances behind the latest RTO push and what it means for the people tasked with leading teams through the messiness of mixed messages, shifting norms, and very real concerns about productivity, connection, and culture.

How Did We Get Here (Again)?

To understand where we are now, we have to rewind.

In early 2020, remote work became a necessity. Companies that once scoffed at the idea scrambled to get Zoom licenses and VPNs set up overnight. To everyone’s surprise, work didn’t collapse. In fact, in many industries, productivity went up. People adjusted. Managers adjusted. The flexibility was… freeing.

By 2021, remote and hybrid work were no longer just perks;  they were expectations. Surveys showed employees rated flexibility almost as highly as compensation. Job seekers filtered for remote roles. Companies used “work from anywhere” as a recruiting tool. And it worked.

But then cracks started to show:

• Onboarding got harder.

• Culture felt diluted.

• Some teams grew disengaged or siloed.

• Middle managers, in particular, struggled to keep alignment and accountability across distance.

Cue the pendulum swing.

Now, in 2025, companies like Amazon, Meta, and even Zoom have mandated more in-person time. And mid-level managers are the ones translating the policy into action—sometimes reluctantly, sometimes with relief, and almost always with questions.

And this isn’t the first time work has been redefined.

After World War II, millions of women entered the workforce, only to be pushed out again by the mid-1950s. In the 1980s, open office layouts promised collaboration, but often delivered distraction. The dot-com boom rewrote norms around office perks and culture. Each time, what was framed as a “return to normal” turned out to be a redefinition of it.

We’re in another one of those moments now. And it’s far from over.

What the Research Actually Says

Return-to-office isn’t inherently good or bad. But the why, how, and who decides matters a lot.

Recent studies give us a mixed picture:

• Hybrid > Fully Remote or Fully Onsite (on average).
  Research from Stanford and Microsoft has consistently found that hybrid setups often offer the best of both worlds: productivity and flexibility, with a stronger sense of connection than full remote.

• Employee satisfaction is highly linked to autonomy.
  Gallup data shows that employees who feel they have control over their schedules and work environment report higher engagement and lower burnout, regardless of where they work.

• Leadership trust is a major variable.
  People don’t mind structure if they trust the intent behind it. What employees resist isn’t the office; it’s the feeling of being micromanaged, undervalued, or treated like a resource instead of a human being.

So if the return to office is going to work, it has to be less about control and more about connection. Less about mandates and more about meaning.

Why This Feels So Personal

For many, remote work was more than a logistical shift—it was an identity shift.

It gave space to rethink how work fits into life, not the other way around. It offered introverts breathing room, parents more presence, and commuters their time back.

📊 According to a 2024 Future Forum survey, 72% of employees said they’d consider switching jobs if flexible work was taken away. That’s not just preference, it’s priority.

So when RTO announcements are made with corporate speak like, “To optimize collaboration and streamline performance,” it hits a nerve. It feels like a rollback not just of policy, but of progress.

That’s why mid-level leaders play such a critical role. You’re not just enforcing a directive, you’re mediating a cultural shift. You’re carrying out change while holding space for people’s very real reactions.

The Manager’s Challenge: Leading Through Ambiguity (Again)

Here’s the real tension: Managers are often not the ones making the policy, but you’re the face of it.

And if you’ve been supporting flexible schedules, leading remote check-ins, and building trust virtually, this new shift might feel like a betrayal to your team. Or a logistical nightmare. Or, honestly, both.

So, how do you lead when you’re stuck between alignment and advocacy?

Here are five places to start:

1. Acknowledge the Whiplash

Don’t pretend nothing’s changed. Name the moment.

“I know this is frustrating for some of you. We’ve all gotten used to working a certain way, and I want to acknowledge that this change might feel sudden, or even confusing.”

Naming it diffuses defensiveness. It shows empathy and makes it easier to move into practical problem-solving.

2. Get Clear on the Why (Even If You Disagree)

Before you roll out the policy, understand the reasoning behind it, even if you don’t love it.

Ask leadership:

• What’s the goal here: engagement, culture, visibility, or productivity?

• Is this a temporary shift or a long-term change?

• How much flexibility do managers actually have?

Then, translate that why to your team in language that resonates.

People can get on board with change, but they need to know it’s not arbitrary. Tie the change to a purpose, not just a policy.

3. Co-Design the “How” Wherever Possible

Even if the what is fixed (“3 days in office”), you can shape the how.

• Can teams choose which days?

• Can meetings be clustered to maximize in-person time?

• Can quiet focus time still happen remotely?

Invite input. A little autonomy goes a long way in building buy-in.

💬 Sample conversation starter:

“I know we’ve gotten into a groove with our current setup. Let’s talk about how we can make these in-office days work best—what do we want to use them for, and how can I support you during this transition?”

That one question can shift the tone from compliance to collaboration.

4. Protect Against Proximity Bias

One of the biggest risks of hybrid setups is unconscious bias.

People who are in the office more often can be perceived as more committed, even if performance is equal. As a manager, watch for this.

• How are assignments given?

• Whose input gets prioritized?

• Who gets informal face time?

Create intentional check-ins, visible workflows, and equal access to recognition.

5. Rebuild Rituals—Don’t Just Reopen Offices

If the office is just where people go to sit on Zoom calls together, it’s no wonder no one wants to come back.

Instead, use in-person days to:

• Hold collaborative strategy sessions

• Share wins and feedback in real-time

• Build rituals (lunches, whiteboard sessions, walking 1:1s)

Make it feel like something they get to do, not just something they have to do.

But What If… You Disagree With the Policy?

This is tricky.

As a manager, you may feel caught between wanting to support your team and needing to stay aligned with leadership.

Here’s the key: You can validate people’s experience without undermining the organization.

You might say:

“If I had designed this policy, I might have done it differently. But I’m here to help us make this work in a way that’s sustainable for all of us.”

That’s honest. And human. And exactly what your team needs.

The Bigger Picture: What This Moment Is Really About

Return to office is the headline, but the real story is deeper.

We’re wrestling with questions like:

• What is the purpose of the office now?

• What does flexibility actually look like?

• How do we build trust when everything is in flux?

And maybe the most important:

What kind of leadership does this moment demand?

This is where your role becomes more than just management; it becomes meaning-making.

You’re helping people process change. Rebuild connection. Re-establish rhythm. And reclaim a sense of purpose in a world that still feels a little upside-down.

🛠️ Manager’s Mini Toolkit: Leading Through RTO

Quick tools to keep in your back pocket:

✅ Ask your team: “What would make our in-office days more useful?”

✅ Track visibility: Who’s getting seen and heard—and who isn’t?

✅ Reinforce purpose: Remind people why this shift is happening, not just that it is

✅ Protect time: Block calendar space for focused work, even onsite

✅ Celebrate small wins: Especially during transitions

Final Thought: You’re Not Alone in This

If you’re unsure how to lead through this next chapter, you’re in good company. Most managers are figuring it out in real time.

But if you can lead with empathy, communicate with clarity, and co-create structure without rigidity, you’ll not only survive this shift—you’ll help your team emerge stronger.

And that’s leadership.

✨ Want support navigating tough conversations and shifting team dynamics?

Let’s work together. Coaching can give you the space to think strategically, respond intentionally, and lead with confidence—no matter how many curveballs come your way. [Link to coaching page]