Poor return-to-office plans say more about bad managers than lazy workers
In the ongoing debate about modern workplaces, a simple litmus test has emerged to gauge the trust between employers and employees: start a discussion about remote work.
In the ongoing debate about modern workplaces, a simple litmus test has emerged to gauge the trust between employers and employees: start a discussion about remote work.
Behavioural expert Scott Taylor argues that the push for workers to return to offices often reveals more about managers’ skills than employee productivity. He suggests that many managers are forcing employees back into the office due to a lack of leadership and communication skills.
“When a manager says, ‘I need you to come back to the office,’ what they’re really saying is, ‘I lack the ability to work with you remotely’. It reflects their skills, not your productivity,” says Taylor, founder and CEO of Praesidium Risk and Resilience.
“When working from home, managers seem more worried about ergonomic chairs and cybersecurity than what really matters. We’ve skipped the basics: influence, impact, and connection. All of these come through effective communication.”
Taylor emphasises that effective leadership in a remote or hybrid environment requires new skills from bosses.
“People work better when they feel supported and want to work for you. They want to do their best. That comes through connection, safety, and trust — not through constant physical supervision.”
Recent research supports Taylor’s stance. A study from WFHResearch.com found that while fully remote work can lead to a 10% dip in productivity, hybrid models tell a different story. Hybrid work arrangements are associated with positive impacts on productivity and significantly improve employee recruitment and retention. In one striking example, employees working just one day from home per week were 13% more productive each day than their office-bound colleagues.
To bridge the gap, Taylor suggests that managers need to master the power of effective communication. “RSVP — Rhythm, Speed, Volume, and Pitch. These are the elements of effective verbal communication that managers need to master, especially in a virtual environment.”
He advises using virtual meeting tools to develop a strong presence. “It’s not just about being seen; it’s about being truly present and engaged in every interaction, so you can see if an employee dips their chin or sits back in their chair. That’s the cue that they disagree with what you said, and you can address it immediately.”
Taylor also recommends innovative ways to maintain connection, such as “an open Zoom window all day where team members can chat. It’s about using new tech with old-fashioned approachability.”
The importance of emotional intelligence in this new work paradigm cannot be overstated. “Leaders must become adept at reading and responding to the emotional undercurrents of their teams, even when they’re not in the same physical space. This involves paying close attention to tone, word choice, and even the timing of communications,” Taylor explains.
He also emphasises the importance of finding the right tone in virtual communications.
“Finding your calm, authoritative tone is crucial. People look for calm and balance in their managers, especially in uncertain times. To find your calm tone, say the word ‘ninety-nine’ (99) with your hand on your chest. The vibration on the second part of ‘nine’ is where your words will have the greatest impact.”
Taylor believes that mastering these skills can lead to significant benefits for organisations. “If teams can get the hybrid model right, underpinned by good connection and people feeling safe, organisations can reduce their physical footprint and save on expenses. It’s a win-win situation.”
As companies navigate this new terrain, it’s clear that the future of work will belong to those who can adapt their leadership styles to embrace flexibility while maintaining productivity and team cohesion. The remote work debate, then, is not just about where work happens but about the quality of leadership that guides it.
“The end goal isn’t just about where work happens,” Taylor concludes. “It’s about creating an environment — virtual or physical — where people feel connected, supported, and motivated to do their best work.”
