After the surge in hybrid-work models triggered by the Covid pandemic, I was often asked in leadership development workshops and individual coaching sessions across the globe how people could be managed effectively from a distance.
That question is now being superseded by the equally challenging one of how to motivate and inspire employees who have been told to return to the office full-time.
Amazon’s recent announcement that employees will be expected to work from the office five days a week starting January 2025 fueled an already active debate.
On the one hand, there are the benefits of working from home, including the positive impact on work-life balance, increased autonomy for employees, and a reduction in burnout. On the other hand, there is the reality that physical presence fosters stronger collaboration and team dynamics, a cohesive culture, and spontaneous idea-sharing.
While organizations such as Gallup continue to conduct surveys to determine which work model provides the bigger benefits and to whom, it’s ultimately the managers in the workplace who are expected to step up and bring out the best in people.
So how can managers enhance both productivity and belonging among employees transitioning back to full-time office work? Here are some ideas:
Communicate Clearly and Show Compassion
Whether you’ve been back full-time yourself or not, you will recognize the sense of loss of autonomy an RTO policy can trigger. Employees who worked from home, alone or surrounded by family and pets, are now elbow to elbow with folks they know primarily from Zoom or Teams calls. Add a stressful commute to the mix, and you have a team whose limbic system is anything but optimized for analytic thinking, generating creative insights and problem-solving.
Your empathy and compassion are the antidote to this understandable state of mind. You should articulate clearly why in-person work matters for the company’s mission and strategy. Employees want to appreciate on a deeper level why decisions are made. The more personal the conversation, the better. Allow people to vent and share their experiences and how they feel. Acknowledge the impact on work-life balance and offer support.
Balance your compassion with accountability. Communicate your expectations and the outcomes you’re aiming for. Clarify what success looks like and the milestones along the way. If the skills of team members need development or resources are scarce, do everything you can to fill the gap.
Compassion is empathy in action, and the more of it you show your employees in times of stress, the more they’ll rally and strive to meet the team’s goals.
Elevate the In-Office Experience
As employees return to the office full-time, they face a new landscape where traditional norms of workspaces have been disrupted. Many companies are reducing their physical footprint, introducing desk-sharing, and reevaluating how office spaces are used. Simply being present in the office isn’t enough to drive engagement. The focus must shift toward making the office a destination of purpose, not just an obligatory stop on the daily commute.
Managers can play a pivotal role by helping design an experience that makes time in the office feel valuable. The key lies in using behavioral science techniques such as “nudging” to guide employees toward the right choices without removing their autonomy. For example, notify employees when key stakeholders, collaborators or colleagues from other locations will be in the office. This makes commuting more appealing by creating opportunities for collaboration and networking.
It’s important that you identify and design moments that truly matter—whether it’s key meetings, project kickoffs, or team-building activities—and ensure the office environment supports these occasions. Small changes in the office setup, such as reserving space for casual brainstorms or quiet work zones, can also create a more inviting atmosphere. Ergonomic furniture, well-lit spaces and uplifting colors and lighting can elevate the experience.
By rethinking the purpose of the office and using data to drive decision-making, managers can enhance the workplace experience, making employees excited to gather, collaborate, and innovate.
Express Gratitude Generously
Expressing gratitude can be a powerful tool for managers when navigating a return to full-time office work. Recognition boosts employee engagement, helps reduce turnover, and enhances well-being. When employees feel appreciated, they are more likely to stay motivated, connected, and invested in their work.
Managers should aim to be specific. Rather than general praise, acknowledge particular achievements or efforts—this shows that you’ve noticed the contributions individuals make. Regular recognition can counter stress and burnout, helping employees feel valued even during challenging transitions.
Gratitude also fosters stronger workplace relationships. When managers and colleagues express appreciation, it cultivates a sense of community and belonging. Whether it’s through peer-to-peer recognition programs or manager-led acknowledgments, embedding gratitude into your workplace culture can significantly increase job satisfaction and performance.
By weaving recognition into everyday interactions, managers boost individual morale and a team’s resilience and productivity.
Create In-Person Learning Opportunities
One of the most compelling reasons for employees to return to the office is the opportunity to learn and grow in ways that are hard to replicate virtually. Managers can drive engagement by creating exclusive in-office learning opportunities, such as workshops, mentoring sessions, and guest speaker events.
These experiences provide employees with a tangible incentive to return. In-person learning allows for richer interactions, spontaneous discussions, and hands-on practice. Creating these opportunities signals to employees that the office is where growth happens and is not just a place to complete tasks.
By focusing on learning, managers can tap into employees’ natural desire for advancement and self-improvement. Offering in-office access to thought leaders, industry experts, or senior management can elevate the workplace into a center of professional development. Employees will feel more connected to their growth trajectory and more inclined to engage with their peers in person.
Focus on Belonging and Connection
As employees transition back to full-time office work, one of their most pressing needs is the desire for connection and a sense of belonging. After years of virtual meetings and limited face-to-face interactions, many employees yearn for deeper relationships with their colleagues. Managers must nurture these connections to foster a workplace culture where everyone feels valued.
Encourage authentic person-to-person connections. Organize team discussions where every voice is heard. Leverage a mix of in-person and virtual touchpoints to sustain those connections across various modes of working.
Creating intentional in-office experiences, such as team-building activities, milestone celebrations, or informal social gatherings, strengthens bonds within teams. Celebrating wins reinforces positivity and inclusivity, making the office a community hub. Managers should turn the office into a destination where employees look forward to being.
Lead by Example
The behavior of senior leadership and managers plays a crucial role. When leaders prioritize in-office collaboration and demonstrate the benefits of face-to-face interactions, employees are far more likely to follow suit.
By being available and approachable, managers signal that in-office work is not just mandated but valued. Hold impromptu meetings, offer real-time feedback, and encourage cross-departmental collaboration by being visible and supportive.
Leaders should focus on modeling the behaviors they wish to see and making themselves accessible. Whether it’s clarifying expectations, sharing helpful feedback or offering a kind word to someone who’s having a difficult day, make your positive presence felt. This strengthens team dynamics and helps rebuild a sense of community that may have been lost during remote or hybrid work periods.
By leading from the front, you can create a culture where in-person work is seen as an opportunity for growth, collaboration, and innovation—far more than an unwelcome obligation.