Is your hybrid debate stuck in 2019? Here’s how to move forward.
The BBC Panorama documentary, Should We Still Be Working From Home?, was met with frustration and dismay amongst my peers. And I can see why.
It certainly wasn’t much of an investigation – more surface-level glance at familiar territory: the economic ripple effects on our urban life and the usual well-trodden antithetical views on hybrid work. For me, it missed the mark on the complexity of this societal shift although to be fair, we really need at least 6 episodes for that.
Nonetheless, putting the conversation on our TV screens is helpful and it’s fired me up to put my reflections on paper.
Work today is not what it was pre-COVID
I’m tired of the return-to-office proponents constantly comparing today’s work landscape to pre-COVID, as though that’s the natural baseline. It’s like comparing apples to oranges when all the while, the world has changed irrevocably.
In March 2020, almost overnight, the corporate world adapted to remote work at scale. For many, it worked exceptionally well. And it fully exposed the inherently uncomfortable, and often implicit, juxtaposition of work and life (and I’m not talking work-life balance here, that’s something different).
For the first time, family life – and early childhood, in particular – became an undeniable reality in the workplace; something that needs attention, care and support. Well-being too, took centre stage. Now they’ve been exposed, we can be sure neither family life nor well-being are going back in the box anytime soon.
Where we do business
The documentary casually argued that the recent rise in golf club use (some 300%) was down to remote workers playing hooky - an easy, even lazy, narrative for organisations making a productivity argument.
While it may have some truth, let’s not tarnish all home-workers with that brush. A simple alternative is to consider that workers suddenly got 2 hours commuting time back a day.
For me, it raised another interesting thought. So much of business isn’t done behind a desk. Perhaps golf clubs – and similar ‘networking’ spaces - deserve their resurgence. Maybe we should embrace them as productive environments rather than see them as a sign of slacking. After all, they offer:
Time outdoors, which is great for our well-being
Accessibility for many professionals
Office hour friendly aka ‘family friendly’ networking space
Opportunity for easier, more open conversations that happen only when we walk
Creativity boosts from nature, movement and fresh air
It seems there’s real potential for these spaces to regain relevance - some just need a rebrand to attract a more diverse audience and enable more business to get done.
Power dynamics: the parent-child trap
One of the most telling elements in the documentary was the contrast between the views of senior executives and employees – a dynamic I see in hybrid work debates everywhere.
I see a striking resemblance to parent-child relationships from transactional analysis. Those advocating for office returns adopt a parental tone, issuing mandates and framing the office as inherently better. Meanwhile, those resisting it often mirror an adolescent-style rebellion. It never ends well.
The most effective leaders don’t engage in parent-child dynamics. Instead, they take an adult-to-adult approach - listening deeply, staying curious, acknowledging differences, and trusting their people to make responsible decisions.
Making it work
Today’s employees are overwhelmingly advocating for flexibility – not as a luxury, but as a necessity for their health, well-being, financial-stability, and overall quality of life.
The organisations that succeed in this hybrid era will surely be those that embrace key principles:
Be intentional: when asking people to come into the office, ensure there’s a clear purpose that benefits them, their team and their work.
Demonstrate the value: provide tangible evidence why in-office collaboration is beneficial - simply, ‘being present’ won’t cut it.
Make the commute worthwhile: focus office days on collaboration, learning, and relationship-building and networking. Let deep work, admin, and Zoom calls happen elsewhere.
And for those looking to lead the way:
Assess performance on results, not presence: Focus on outcomes over hours spent in the office.
Develop strong leadership: equip your managers with the skills to support and engage in hybrid teams effectively.
Create virtual communities: facilitate meaningful connections and effective networking opportunities online. And yes, that includes ‘water cooler’ moments.
Offer flexibility with structure: give people autonomy while providing clear guidance and expectations.
When given agency, people will make the right choices. They’ll come into the office when it makes sense and they’ll work remotely when it doesn’t. And they’ll perform brilliantly.
The way forward
This isn’t the time to replicate 2019. The world has moved on, and we should be building something new. Instead of imposing pre-pandemic solutions, we need to take the time to listen, learn, and evolve.
The smartest leaders will focus on creating intelligent, flexible systems that drive human AND economic value. Get that balance right, and you’ll not only unlock your employees’ best performance – you’ll ensure your organisation thrives, securing both financial strength and a stellar reputation.
