Is your team feeling connected?

When it comes to hybrid work models, leaders need to be prepared to answer the question, “Why did I commute for this?”?

Even if no one asks the question explicitly, knowing the purpose behind in-person gatherings is a must. Otherwise, organizations risk damaging trust and losing employee engagement, inadvertently undermining their pursuit of productivity. And when that happens, no one is happy.

The landscape continues to shift in an attempt to meet the needs of businesses, who want to maximize productivity while also satisfying staff who crave flexibility and autonomy. The solution: in-person time with a purpose.

Here, we'll tackle this concept, uncovering why certain RTO approaches fail and how to organize in-person time to strengthen your team’s collaboration and cohesion.

The Current State of the Office

Evidence suggests that full-time in-office policies are falling out of favor. While 49% of U.S. companies had full-time in-office policies in the first quarter of 2023, that number dropped to 31% by the second quarter of 2024, according to Flex Index.

We’ve also seen companies like Amazon implement mandates for a five-day, in-office work week with a not-so-cheerful reception from employees—not just at Amazon but across the working population—who fear their employer will follow suit.

So, how can employers achieve the best outcome for both the organization and its employees? Let’s start by exploring where many hybrid and in-person models fall flat.

The Coordination Tax

“The coordination tax,” as executive advisor and MIT Sloan author Brian Elliot calls it, describes the consequences of RTO approaches that depend on individuals and managers to self-organize with no clear purpose to in-office days. The result is restless and resentful employees who end up sitting on Zoom meetings in a conference room all day.

The Damage of Trust

When an employer requires their staff to come into the office with no clear purpose—especially if the same tasks can be done at home—it messages that leadership does not trust their team to work autonomously. And when trust is damaged, employees become disengaged, which in turn damages the productivity employers wanted in the first place.

Disproportionate Effects on Women

In a survey from the International Workplace Group, 88% of women stated that “the flexibility of hybrid working serves as an equalizer in the workplace.” So what happens if that flexibility is taken away? Organizations risk losing top talent and a diverse workforce, which directly inhibits productivity and innovation.

As the push-and-pull between flexibility and in-office mandates continues, it's clear that the future of work hinges on more than just physical presence—it requires intentional, purpose-driven connection.

Go Into the Office with a Purpose

Contrary to popular belief, employees do see value in returning to the office. In fact, research from Future Forum reveals that the vast majority of people want to gather in person, from a few days a week to once a month. But they don’t just want to gather for the sake of gathering; they want in-office time with a purpose.

What, then, do employees deem purposeful? According to a survey by Cushman and Wakefield conducted between 2020 and 2022, employees’ top purposes for going into the office were:?

• Socialization
• Team collaboration
• Separating work from home

Let’s dig a little deeper. What kinds of gatherings satisfy these needs? Brian Elliot suggests these four broad areas of interaction:

1. Team development: You only need to gather your teams three or four times a year to make a difference. Consider balancing a 50-50 mix of structured business discussions and relaxed social interactions. This intentional blend fosters camaraderie and deepens relationships, which translates to better collaboration when working remotely.
2. Onboarding and training events: Use in-person time to truly connect. Whether it’s welcoming new hires or engaging in cross-functional training, face-to-face interaction builds trust and strengthens bonds. It’s also a great opportunity for employees to develop a broader understanding of how different roles and functions align.
3. New-team formation and major-initiative kickoffs: When launching a new project or forming a team, gathering in person allows space for meaningful discussion on goals, expectations, and cultural norms. This is where teams can align on their mission and establish a foundation for open communication moving forward.
4. Business-function-specific activities: Let each department decide what makes sense for them when it comes to in-person meetings. Whether it’s a monthly brainstorming session or a quarterly strategic review, flexibility in how these touchpoints are scheduled helps maintain productivity without sacrificing connection. And it shows your team you respect their autonomy, which establishes trust.

By investing in these four types of in-person gatherings, business leaders can reap all the benefits of human connection while avoiding the ramifications of RTO mandates.

Conclusion

In today’s evolving work landscape, it's clear that a one-size-fits-all approach to return-to-office policies won’t cut it. Purposeful in-person time, rather than mandated office days, is key to fostering collaboration, trust, and engagement.?

By taking a thoughtful approach to how and why teams gather, leaders can unlock the full potential of hybrid work—bringing employees together when it matters most while maintaining the flexibility they value. The goal isn't just to increase productivity; it's to build an environment where connection and innovation can thrive.

#ASKNANCY

Is your inner critic holding you back from your next adventure, job or goal??Got questions about this newsletter, leadership, communication, business, coaching, personal or professional development?

SAVE THE DATE! Join me?on Thursday, October 31st?for #ASKNANCY where I'll be joined by fellow coach, Founder, and Managing Partner of The Elevate Partnership, Paul Crick.

The Elevate Partnership is a boutique consultancy dedicated to unlocking the true potential of leaders, teams, and organisations. With over two decades of experience spanning management consulting, coaching, education, facilitation, and training, Paul is a trusted advisor to Fortune 500 and Times 250 corporations, public sector institutions, and voluntary organisations. Beyond the boardroom, Paul loves rural UK life, residing amidst nature with his wife, Tina. An avid practitioner of Aikido and a passionate musician, Paul's diverse interests reflect his holistic approach to life and leadership.

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