Address Underlying Executive Concerns

In part 1 of this series, we saw that executives cite reasons for mandatory return to office, including enhancing collaboration, culture, innovation, and mentorship. However, these objectives aren’t actually achieved through return-to-office mandates. We also saw that other potential underlying reasons—like improving the bottom line—aren’t being fulfilled. So we are left wondering, what’s really going on?

Photo by Andrea Piacquadio

To understand, we must look at who typically occupies executive positions. Let’s picture three archetypes:
1) The Charismatic Leader (the Richard Bransons)
2) The Power-Driven Leader (the Elon Musks)
3) The Conservative Leader (the Warren Buffetts)

The Charismatic Leader

The Richard Bransons of the world are highly extroverted and get energized by people. These leaders often emphasize missing team collaboration and culture. They thrive when hosting town halls and walking through offices to say hello. During the pandemic, they struggled with the lack of in-person connection, and since restrictions lifted, they were eager to get everyone back in the same room.

However, even with flexible work arrangements, they still felt disconnected. That is, their relational needs weren't being met, which is often satisfied by face-to-face interaction. For them, flexible work often meant half-empty offices, leaving them feeling something was missing. They assumed others felt the same way and that office culture needed fixing.

​Addressing their needs without mandates

Photo by cottonbro studio

There are ways to meet these leaders’ social needs without requiring full-time office attendance. The key is to build social connections intentionally. For example, hosting large all-employee events a few times a year can help charismatic leaders feel the energy of the room. These events can showcase company successes or introduce new initiatives, offering a platform for extroverted leaders to shine. ​Giving ample notice of these events allows employees to arrange childcare, adjust home priorities, and plan accordingly.

“People can goof off in an office, but many executives I speak with simply miss seeing people.” ~ Amy Zimmerman, Chief People Officer, Relay Payments

​Another strategy is rethinking office spaces. If flexible work leads to fewer people in the office, downsizing can make it feel fuller. Create gathering spaces that generate energy—snack lounges, cafeterias, and collaborative spaces. Make the office itself a desirable place to be, so employees come in willingly rather than feeling forced. This could include amenities like childcare, fitness classes, and health services.

The Power-Driven Leader

Photo by Yan Krukau

These leaders need to feel a sense of volition over their environment. Return-to-office mandates give them a sense of control because they can physically see the work being done.

Addressing their needs without mandates

To address their concerns, create situations where these leaders still feel in control and see employees’ commitment. You can employ tactics similar to those for charismatic leaders but with a different focus. Events like “pitch fests,” modeled after shows like Shark Tank, can showcase employee innovation. These events give power-driven leaders the satisfaction of seeing teams go the extra mile to meet company goals.

The Elon Musks of the world struggled during the pandemic because they felt they lost control. These leaders were among the first to push for people to return, lobbying to categorize as many workers as possible as “essential.” While the power-driven archetype often comes with negative associations, it’s not always about malice. For some, their need for control comes from insecurity—fear of not knowing what’s happening within the organization. For others, it’s about the endorphin rush that comes from seeing a team rally behind their vision.

“I’ve heard so many times from executives about the importance of whiteboarding, but that sentiment is always coming from the person who is controlling the pen in that whiteboard session. The truth is whiteboarding leads to group think. If you allow people to submit ideas on their own, not in a room with others, studies show you’ll get more creativity." ~ Brian Elliott, the Future Forum’s executive leader and Slack senior vice president Brian Elliot, Future Forum Executive Leader and Slack SVP

Use virtual town halls to allow for feedback and input to be gathered in real time.  Or using platforms like Slack or Teams lets leaders communicate initiatives instantly, receiving immediate responses or “likes,” delivering the endorphin boost they crave.

The Conservative Leader

The Warren Buffetts prefer stability. If the business ran well and they felt competent  with everyone in the office before, they’ll want to return to that model. In their view, flexible work arrangements were always temporary, a stopgap until things “got back to normal.”

​Even in the face of data showing high productivity in remote work, these leaders may resist change. There’s also the sunk-cost fallacy—believing that because they invested in office space and renovations, they need to use it to justify the expense. In reality, most of these costs are already paid for, so there is little ongoing expense to keeping the office underutilized.

Addressing their needs without mandates

To influence these leaders, traditional change management strategies are key - pacing them to the change over time. Build a clear business case, tailored communications that explain “what’s in it for them,” and outline potential risks of not changing. A resistance mitigation plan should be in place, and these leaders will need coaching—whether from their board, CHRO, or an executive coach. 

Photo by Nicola Barts

These leaders need to feel that the change is a natural progression of standard business practices. Using case studies from comparable organizations that have adopted flexible working successfully can help make the case.

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To address executives’ concerns about returning to the office, we need to address their underlying motivations. By recognizing what drives different leadership styles, we can tailor solutions that meet their needs without sacrificing employee autonomy or well-being.

https://www.psychologytoday.com/ca/blog/people-planet-profits/202212/feeling-fulfilled-at-work

http://www.timothy-judge.com/Judge%2C%20Bono%2C%20Ilies%2C%20%26%20Gerhardt.pdf

https://finance.yahoo.com/news/quarter-bosses-admit-return-office-104103939.html

https://fortune.com/2023/10/26/return-to-office-mandates-getting-harsher-bosses-management-by-walking-around-gleb-tsipursky/

https://www.cnbc.com/2022/03/08/return-to-office-why-executives-are-eager-for-workers-to-come-back.html

https://www.psychologytoday.com/ca/blog/intentional-insights/202307/worker-power-and-the-return-to-office -