KEEP IMPROVING EVERY DAY - 2: Remote vs On-Site: Leader of Two Opposite Worlds and Everything In Between

(updated v2.2: 13 February 2025 - updated with 'FROM OFFICE CUBICLES TO COSY FLATS FOR KEY WORKERS: LONDON'S PROPERTY AND SOCIAL IMAGE MAKEOVER')

This is the second instalment of my 'Keep Improving Every Day' series. I hope you will find this article engaging and provoking.

I read this post from someone^ about remote versus on-site working debacle and have decided to engage in both tongue-in-cheek manner and professional way:

The best leaders focus on:

* Measuring output not hours

* Building culture not occupancy

* Driving results not attendance

* Leading teams not locations

(^apologies, I did not note the name of the contributor. Thank you for this gem, whoever you are. ???????????? )

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THE SHOWDOWN

?? vs ?? The Great Office Showdown has been raging like cats and dogs at a disco! Team Office waves their water cooler conversations like a trophy, while Team Remote flaunts their pyjama-clad productivity. But folks, why choose? We can have our cake and eat it in both places! Picture this: meaningful office connections AND the freedom to work while your cat (I have two beautiful cats ????) walks all over your keyboard. It is like having both Italian pasta AND Chinese noodle - pure workplace paradise!

?Management talk:

LEADERSHIP PERSPECTIVES ON MODERN WORK MODELS

Successful new-age leaders recognise that workplace models must be calibrated based on four key factors: temporal (time) requirements, geographical considerations, role specifications, and individual circumstances - I call this the 1st phase. The 2nd phase is softer and requires more thoughts and work - humanising the in-person and online touchpoints, technological tools, deliverables, and intent and purpose.

The article explores how forward-thinking leaders leverage technological innovations to develop robust management frameworks that accommodate various work arrangements while building high-performing teams. Central to this approach is the establishment of trust through thoughtfully designed processes and systems that support diverse working models.

This article presents a balanced examination of arguments for both office-based and remote work arrangements, incorporating expert insights. The analysis aims to move beyond the binary debate of remote versus on-site work, instead focusing on how organisations can optimise their approach through strategic workplace flexibility. Those who obstinately choose to ignore the lessons from the Covid pandemic are not true leaders, but archaic managers who are still trapped in the pre-Covid era and refuse to embrace the sign of the times.

?? OH MY DAYS: A FINANCIAL WORKER'S TALE!

Listen up, fellow number-crunchers! Here we are in 2025, fresh out of the Covid pandemic that taught us we can absolutely nail those spreadsheets from our kitchen tables, and yet some organisations are still clinging to their office chairs like they're the last Kit Kat bars in the pantry!

Let's be real - unless your financial system is so ancient it needs a ritual dance and physical presence to wake up in the morning (looking at you, organisations still running Windows 95), why are we still debating this? We've got cloud computing that's more reliable than London weather, secure networks stronger than my bicycle lock (gold standard, folks, 3 minutes of prevention, for the bike thief it is a matter of how long not if he can steal your bike, so grab that Pret coffee quickly), and collaboration tools smoother than a perfectly balanced financial statements.

Come on, it's time to embrace the future - where your greatest office commute is from your bed to your home desk, and the only thing you need to physically turn on is your other half, ooops, sorry, I meant your kettle for that essential morning brew! ?

Seriously though, if your finance job requires daily office attendance in this day and age, someone needs to have a proper telling off about updating those systems. Just saying! ??

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??? LEADERSHIP, BUT MAKE IT FUN AND IMPACTFUL!

Measuring output not hours:

* Nobody ever said "Wow, David sat at his desk for 12 hours!" But they definitely noticed when David crashed that project while working poolside. ??♂?

* Success is delivering awesome work, not winning the "Last to Leave" trophy. ??

Management talk:

* Focus on deliverables, quality, and impact rather than time spent at desk.

* Set clear goals and KPIs that tie to business outcomes.

* Recognise team members who drive efficient, high-quality results regardless of work schedule and location.

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Building culture not occupancy:

* Virtual high-fives count just as much as real ones! ??

* Great culture is about creating vibe together, not sharing the same air conditioning. ??

Management talk:

* Foster shared values, trust, and psychological safety across all work arrangements.

* Create meaningful connections through purposeful collaboration and team rituals.

* Develop systems that enable equal participation and visibility for all team members.

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Driving results not attendance:

* Your cat attending meetings doesn't count as team presence. ??

* Results are like pizza - they're great no matter where they're made! ??

Management talk:

* Establish clear expectations and accountability frameworks focused on outcomes.

* Empower teams with autonomy in how they achieve objectives.

* Regular check-ins on progress and roadblocks rather than monitoring presence.

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Leading teams not locations:

*? Let's be real - your best ideas probably hit while walking your dog (I can testify to this, walking my loyal Pomeranian ?? in the evening had brought me eureka moments), not while sitting in that fancy corner office with the "inspirational" quotes on the wall!

*? Your team's brilliance isn't measured by how many parking spots they fill - unless you're running a valet service, then we should talk! ??

*? Leadership magic happens whether your team is scattered across time zones or crammed into a cubicle farm - it's about connecting hearts and minds, not tracking bathroom breaks. ??

*? Remember when we thought leadership meant walking around the office looking important? Now it's about building trust faster than your home WiFi connection. ??

*? You can inspire greatness whether your team is in Manchester or Malaysia (I miss home) - just make sure the Zoom or Teams link works! ??

Management talk:

* Build inclusive practices that connect distributed team members effectively.

* Invest in tools and processes that enable seamless collaboration.

* Focus on developing people and relationships independent of physical proximity.?

BUT WAIT! SOME EXCEPTIONS APPLY.

New hires:

* Can't learn company secrets through osmosis (yet!). ??

* Need real humans nearby to ask "silly" questions (spoiler: they're never silly!). ??

On-site essential folks:

* Can't manufacture cars from your couch (though wouldn't that be nice?). ??

* Scientists need real labs (kitchen experiments don't count!). ??

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Management talk:

New hires and juniors:

* Need in-person mentoring and observation of workplace dynamics.

* Benefit from direct access to experienced colleagues.

* Require structured onboarding and frequent check-ins.

On-site essential roles:

* Manufacturing, laboratory work, healthcare.

* Physical security and facilities management.

* Hardware testing and physical product development.

* Sports activities, including certain types of coaching and training.

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THE SWEET SPOT? A MIX OF BOTH WORLDS

* Start on-site, earn your remote work wings. ??

* Keep the factory running AND the Zoom and Teams meetings booming. ??

Management talk:

Hybrid approach recommendations

* Phase remote privileges after initial onboarding period.

* Create mentorship pairs between senior and junior staff.

* Schedule core collaboration days for team activities.

* Structure clear progression from on-site to hybrid/remote.

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?? HEY REMOTE WARRIORS!

Time to dust off those real pants and join the "Actually Meeting Your Colleagues" party! A few times a year, we need to transform from tiny Zoom and Teams squares into actual 3D humans who share meals, stories, and maybe a few embarrassing dance moves (though it was always glorious for me) at the company party. Think of it as converting those virtual high-fives into real ones, upgrading those emoji reactions to actual belly laughs, and turning those chat messages into proper coffee conversations! Whether it's the annual "Remember What Everyone Looks Like Below the Shoulders" summit - these gatherings are where the magic happens! ?? Plus, nothing builds team spirit quite like collectively discovering that your quietest colleague has a voice of an angel! ??

Management talk:

Key in-person touchpoints for building team cohesion in remote organisations

* Quarterly in-person gatherings facilitate deeper personal connections and strengthen organisational culture through structured social interactions and shared experiences.

* Annual company-wide celebrations provide milestone recognition opportunities while reinforcing company values and celebrating collective achievements.

* Strategic off-site meetings combine business planning with team-building activities, ensuring both professional development and interpersonal bonding.

* Regular social events like team dinners and holiday celebrations create informal networking opportunities that strengthen cross-functional relationships.

* Dedicated budget allocation for travel and accommodations demonstrates organisational commitment to maintaining strong team dynamics despite geographic distribution.

* Structured mentorship programs paired with in-person meetups accelerate professional development and knowledge transfer across the organisation.?

COUPLE DANCING: ON-SITE, PLEASE!

?? People who know me well know I am an avid and a rather proficient Latin and Ballroom dancer. Now, let me tell you about trying to learn samba, imagining that I had a partner, through Zoom and Teams during Covid – it was empty and soulless, and my son was complaining that he heard every single step I made (I was at the top floor and he was downstairs gaming). The term ‘Dans-Alone’ is so isolating and cringeworthy! Some things just need that in-person magic - like figuring out if you're supposed to cha-cha left or right without crashing into your partner. Manufacturing, lab work, and mentoring newbies are similar - they need that real-world touch. Some skills need good old-fashioned face-to-face, hand-to-hand, hip-to-hip time! Staying alive, staying alive! ???

BOSSES IN THEIR OFFICES

?? Ah, the corner office syndrome! Nothing says "I'm a Very Important Person?" quite like 500 square feet of prime real estate with a view of... other office buildings. These bosses collect square footage like Pokemon cards, convinced their leadership prowess grows with each extra foot of mahogany desk. Their office plants might be fake, but their commitment to maintaining that "I need this space for all my important thinking" facade is very real! Meanwhile, their most productive employees are crushing it at their open offices outside after an hour-plus in sardine-packed public transport. But hey, at least someone's getting good use out of that fancy ergonomic chair that costs more than a month's rent! ??

Management talk:

Common reasons managers prefer on-site (or office-based) work:

* Control and visibility of staff activities during working hours.

* Belief that spontaneous interactions foster innovation and problem-solving.

* Protection of commercial property values and office investments.

* Concern about maintaining organisational culture and team cohesion.

* Management habits and traditional leadership styles developed pre-pandemic.

* Perception that career development requires physical presence.

* Easier supervision and performance monitoring of junior staff.

* Justify expensive office space and facilities.

* Protection of sensitive data and information security.

* Support local business ecosystems (cafes, shops, services).

* Maintain political influence in city centres.

* Belief that physical presence equals productivity.

* Fear of reduced influence if teams work remotely.

* Personal preference for face-to-face management style.

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COMMERCIAL PROPERTY COMGLOMERATES

?? Oh boy, let me tell you about the Great Office Space Saga! Picture this: the senior management of massive commercial property conglomerates sitting in their towering skyscrapers, watching weeds roll through their once-bustling lobbies while remote workers rock their business meetings in pyjamas. They're launching campaigns faster than you can say "return to office," painting pictures of sad empty cities and lonely water coolers missing their gossip sessions. Meanwhile, they're watching their property values depreciating gradually. Every "WFH forever!" announcement makes them clutch their property portfolios a little tighter.

The plot twist? Everyone's adapting! These property giants are now jazzing up their spaces faster than a home renovation show. Because if you're going to convince people to wear real pants again, you better make it worth their while! ??

Management talk:

Commercial property companies and industry groups have advocated for return-to-office policies through various channels including media campaigns, industry reports, and policy advocacy. Their key arguments often emphasise the benefits of in-person collaboration, urban vitality, and economic impacts on city centres.

The financial implications are substantial. Office property valuations are closely tied to occupancy rates and rental income. When examining major urban centres, reduced office occupancy can impact not only property values but also surrounding businesses that depend on office worker foot traffic.

However, it's important to note that the push for return-to-office extends beyond just property interests. Various stakeholders including city governments, urban planners, and business leaders have expressed concerns about the impact of remote work on urban economies, innovation, and workplace culture.

The situation continues to evolve as organisations experiment with hybrid work models that balance employee preferences for flexibility with the perceived benefits of in-person collaboration. This has led many commercial property companies to adapt their offerings, including renovating spaces to accommodate hybrid work arrangements and providing additional amenities to attract tenants.

??? REMOTE WORK PAY SAGA! (updated on 10 February 2025)

So, The Economist’s article on 6 February 2025, ‘When will remote workers see their pay cut?’, dropped this fascinating piece about remote work being treated like a fancy office perk that should come with a pay cut. Wild, right? Make sense? Time to explore this question! ??

Here's the issue: Many companies are playing musical chairs with back-to-office mandates. Meanwhile, research shows tech workers would take a whopping 25% pay cut to keep working in their pyjamas (The Economist said this, from Harvard/Brown/UCLA study, not me!). Stanford put the acceptable reduction at 8%. Honestly, if I am allowed to work in Malaysia on a full remote contract, 8% or more may be agreeable for the ‘outsourcing’ contract as long as it is all about deliverables and not where I work (when does matter as we must adhere in certain cases to the client's time zone). Just saying, ??!

The plot twist? While history shows perks usually mean lower pay, companies haven't dared touch remote workers' pay... yet. They're tiptoeing around it like a cat ??on a hot tin roof, worried about everything from legal headaches to keeping their star performers from jumping ship. ??

But here's my cheeky take: The article's a bit like suggesting we should pay people less for using email instead of carrier pigeons! ?? Recent data from Global Workplace Analytics (2024) shows employers actually save about ￡8,000-￡10,000 per remote worker annually. Plus, CIPD research indicates 40% of employers are seeing better productivity (though do verify these numbers!).

The bottom line? This debate's hotter than a laptop that's been on online conference video calls all day! While The Economist makes some interesting points, they might be missing the bigger picture - like how much money companies save on office biscuits, fruits, tea and coffee, and Kit Kat alone! ??

Management talk:

The Economist article discusses how remote work, despite being highly valued by employees, has not yet been treated as a compensable benefit that affects wages. Key points include:

1.???? Major companies (Dell, JPMorgan Chase, AT&T, Amazon) are mandating office returns.

2.???? Research findings:

·????? Tech workers willing to accept 25% pay cut for remote/hybrid work (Harvard/Brown/UCLA study).

·????? Contrasting Stanford study showing average workers would only accept 8% cut.

3.???? Historical context shows benefits typically impact wages (MIT/Princeton research)

4.???? Companies haven't implemented remote work pay differentials due to:

·????? Concerns about internal equity.

·????? Potential legal risks regarding gender pay gaps.

·????? Use of flexibility as retention tool.

?My Analysis:

The article raises interesting points but requires broader contextual consideration. While citing reputable research, I believe several factors warrant discussion:

Wage Impact Considerations

·? ???The suggested 25% pay cut seems extraordinarily high given living costs haven't decreased proportionally in the US.

·? ???The comparison with historical benefits (like worker compensation) may not be entirely applicable as remote work can save employers money through reduced office costs.

Market Dynamics:

·? ???The article's perspective appears somewhat employer-centric without fully acknowledging productivity gains from remote work.

·? ???Recent studies from Global Workplace Analytics suggest employers save approximately ￡8,000-￡10,000 per year per remote employee.

Labour Market Evolution:

·????? The article's suggestion about future wage reductions might underestimate the fundamental shift in work culture post-pandemic.

·????? CIPD (Chartered Institute of Personnel and Development) research indicates that 40% of employers report increased productivity with remote working.

?? FROM OFFICE CUBICLES TO COSY FLATS FOR KEY WORKERS: LONDON'S PROPERTY AND SOCIAL IMAGE MAKEOVER (updated on 13 February 2025)

Let us imagine this: All those half-empty office blocks in the City, where bankers once roamed wild and free, transformed into funky affordable homes for our NHS heroes, teachers, and firefighters! We wished the best for them when we clapped during Covid, didn’t we? We are not hypocrites, right? ??

The numbers make sense too - London's commercial property vacancy rates are see-sawing, while our key workers are commuting from zones that might as well be in, erm, Scotland. With clever conversion planning, we could turn those sad, empty offices into proper homes where the most important members of our society can afford to live near their work. Think about it - that glass-and-steel monster in Canary Wharf could become "Nurse's Corner," complete with views that estate agents would normally charge you an arm and a leg for! The old, noisy trading floors could make way for inclusive community spaces. ??

Sure, there are challenges - like convincing property moguls to trade their buildings for affordable housing schemes. But with the right incentives, and if this does not work, perhaps throw in a disincentive grenade, we could create something brilliant. Besides, wouldn't it be lovely to see lights on in the City after 6 pm because people are actually living there, rather than just poor souls from a few lit windows doing overtime? ??

Management talk:

The transformation of London's commercial properties into residential housing presents a compelling solution to two pressing urban challenges: the surplus of office space amid remote work trends and the shortage of affordable housing for key workers. Analysis indicates that converting underutilised commercial buildings could create up to 25,000 new homes in central London.

Key advantages include:

1. Location benefits for essential workers.

2. Reduced commuting costs and time, particularly for key workers.

3. Environmental sustainability through building reuse.

4. Revitalisation of city centre areas.

5. Potential cost savings compared to new construction.

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However, significant challenges exist:

1. Building regulation compliance.

2. Infrastructure adaptation requirements.

3. Commercial property owner resistance.

4. Planning permission complexities.

5. Financial viability concerns.

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Successful implementation would require:

1. Government incentives for developers.

2. Government disincentives for empty commercial properties.

3. Streamlined planning processes and cut red tapes, which can be prohibitive in their current form.

4. Public-private partnerships, especially with private equity investors with social agenda.

5. Protected affordable housing quotas.

6. Sustainable funding mechanisms.

REFERENCES & CITATIONS (BEFORE ‘REMOTE WORK PAY SAGA’)

1. Commercial Property Research:

·?? CBRE Global Research Reports (2022-2024)

·?? Cushman & Wakefield Office Occupancy Studies

2. Academic Studies:

·? Harvard Business Review articles on remote work impact

3. Industry Surveys:

·?? Deloitte Human Capital Trends

4. Government Data:

·? Office for National Statistics (UK) workplace reports

·? UK Government workplace guidance

5. Professional Bodies:

·?? Chartered Institute of Personnel and Development (CIPD) research

REFERENCES & CITATIONS FOR ‘REMOTE WORK PAY SAGA’

1.???? Workplace Productivity Studies:

·????? Rogers, K. and Gallagher, M. (2023) "Remote Work Productivity Analysis" - London School of Economics Business Review

·????? Thompson, R.J. (2023) "Impact of Remote Work on Organisational Performance" - Harvard Business Review, Vol. 45, pp. 78-92

2.???? Economic Impact Analysis:

·????? Global Workplace Analytics (2024) "Cost-Benefit Analysis of Remote Work"

3.???? Professional Body Research:

·????? CIPD (2024) "Working from Home: Assessing the Evidence" - Chartered Institute of Personnel and Development

4.???? Government and Policy Research:

·????? Office for National Statistics (2024) "UK Labour Market Statistics"

·????? UK Government Office for Science (2024) "Future of Work Report"

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CITATIONS AND REFERENCES FOR ‘FROM OFFICE CUBICLES TO COSY FLATS FOR KEY WORKERS: LONDON’S PROPERTY AND SOCIAL IMAGE MAKEOVER’

1. Academic Research:

·????? London School of Economics (2024) "Urban Property Conversion Study"

2. Industry Report:

·????? JLL (2024) "Office to Residential Conversion Study"

3. Government Sources:

·????? GLA Housing Strategy (2024)