Creating Compelling Return to Office Messaging

Let’s face it: Everywhere you look, there’s yet another headline urging us to get back to the office: “Empty Cities Need Your Spending” or “Employers Rally to Bring Employees Back to Downtown Offices.” It’s not surprising that most of these headlines are from commercial real estate executives. And as someone who has been selling or marketing office space since 2013, trust me—I really get it. While there’s certainly truth to their message—office vacancy DOES impact the economy and #cre as an industry—this alone just isn’t enough to draw employees back. We need a fresh narrative. One that resonates with today’s workforce. Here’s my take: - Ditch the fear tactics: Instead of the tired “come to the office or miss out on promotions” narrative, pivot to positivity. Promote the office as a place linked with opportunity and empowerment—not obligation or threats. - Understand that not all offices are created equal: Be more specific about your portfolio and what types of unique benefits they offer. A traditional cubicle unit is NOT the same as a newly designed spec suite curated for collaboration—they shouldn't be lumped into the same category. - Address individual needs: For me, it’s impossible to get into a deep flow state when people are constantly tapping me on the shoulder. Every person—and department—has unique needs. Stay open to a hybrid approach. For some departments, staying home for the day might be the most productive. - Emphasize empathy: Spending more time together—in person—creates more dedication to individual and collective growth. When things get tough, that empathy and connection you have with your team will go a long way. It’s about showing why and when the office can be a powerful and motivating force. Not just insisting that it is. Curious to hear other thoughts on how we can change the narrative about the RTO and get team members excited about it!

Last week I went to my 30-year business school reunion (How is that even possible?!) My time at Northwestern University - Kellogg School of Management was one of the best chapters of my life, and it was amazing to reconnect with so many classmates. One of the highlights was sitting in on a class with Professors Loran Nordgren and David Schonthal, co-authors of The Human Element: Overcoming the Resistance That Awaits New Ideas. They unpacked a powerful idea that’s especially relevant to leaders today: “When we’re trying to get people to adopt something new, we focus too much on fuel—and not enough on friction.” In other words, we often assume that the best way to promote a new idea (e.g., getting people to come back to the office) is to add incentives: free lunch, paid parking, happy hours, etc. That’s the fuel. But it turns out that what’s often stopping people from embracing change isn’t a lack of fuel. It’s friction. And friction, Nordgren and Schonthal say, often goes unseen. So my big question was: what is the friction for returning to the office? I know from talking to leaders every day that the fuel is definitely not working! Nordgren and Schonthal shared that the friction is the perceived loss of autonomy. People got used to having more control over their day, whether that meant walking the dog, taking a child to school, or squeezing in a midday workout. And they’re resisting (strongly!) giving that up. Like many leaders, I was overly focused on the fuel and not on the friction. So what can Great Human Leaders do? In their book, Nordgren and Schonthal offer five strategies for reducing friction and helping employees return to the office in a way that works for everyone: 1. Acknowledge the friction. Normalize that change feels uncomfortable, and share that you’re navigating it, too. In other words, be vulnerable.   2. Seed ideas early. People resist surprises. Introduce changes gradually, through regular conversations and communications. Let new ideas become familiar before you ask for commitment.   3. Invite input. Co-designing doesn’t mean consensus from 50,000 people. (Thank goodness!) Identify a diverse group to offer feedback.   4. Frame it as an experiment. People are more open to change when it feels temporary and revisable. Revisit, refine, repeat.   5. Name your constraints. Be clear about the business needs. When people know what’s on the table (and what’s not), they’re more likely to engage meaningfully. In a world that’s constantly changing, great human leaders know that the way new ideas are introduced matters as much as the ideas themselves. So before you add more fuel to the RTO fire (or any workplace fire!) pause and follow the advice of Nordgren and Schonthal, and ask: What’s the friction I need to remove?

RTO mandates, especially rigid, top-down ones, can be a wrecking ball to corporate culture. When leaders decree a full return without compelling reasons or flexibility, it often signals a profound lack of trust in employees who demonstrated productivity and commitment during remote work. This undermines autonomy, erodes morale, and inevitably leads to resentment. It's not just about convenience; it's about the employee experience and feeling valued. Companies that ignore this risk face a talent exodus, losing their most adaptable and high-performing individuals who will seek out organizations that respect their autonomy and optimize for impact, not just presence. Now, if a full RTO is truly deemed essential for specific business reasons, then HR leaders must guide the process with empathy and strategy to minimize disruption. 1) Make it about purposeful presence: clearly articulate why coming to the office benefits collaboration, innovation, or culture, rather than just dictating attendance. 2) Implement a phased approach, allowing employees time to adjust their lives, childcare, and commutes. 3) Offer tangible support: consider commuter benefits, childcare stipends, or even office-based amenities that make the commute worthwhile. Most importantly, listen to employee feedback and build a hybrid model that maximizes the benefits of in-person work while retaining the flexibility that employees now expect. It's not about forcing people back; it's about creating an environment where coming to the office feels like a valuable choice, not a punitive command. #RTO #FutureOfWork #EmployeeExperience #HRStrategy #Leadership #WorkplaceCulture

The conversations I’m having with leaders right now aren’t just about policies or mandates. They’re about something deeper: engagement, and how we rebuild connection amongst their team in a way that actually works. Inevitably, the discussion leads to friction around in-office requirements. But here’s the thing—often times, people aren’t resisting 𝘵𝘩𝘦 𝘰𝘧𝘧𝘪𝘤𝘦. They’re resisting a lack of clarity, a lack of flexibility, and a lack of purpose. If we want to make in-person time meaningful, we have to be 𝘪𝘯𝘵𝘦𝘯𝘵𝘪𝘰𝘯𝘢𝘭. That means: • Defining core office days—and clearly articulating why they matter. • Structuring those days around high-value interactions—collaboration, mentorship, cross-functional connection. • Balancing team needs with individual productivity—because meetings all day = no time to do the actual work. • Acknowledging that change is hard, and offering support through it. And above all? It means recognizing that the people shaping these policies are employees, too. HR leaders, managers, and execs are absorbing the stress of transition while navigating it themselves. We need to create environments where 𝘵𝘩𝘦𝘺 feel supported—so they can support their teams. The workplace is evolving and advancing in real time. The best thing we can do? Keep it human. Get back to the basics and recognize that at the end of the day, we’re all human with individual needs and need to work together effectively. Would love to hear—what’s working (or not working) in your organization right now? #Leadership #FutureOfWork #ReturnToOffice #EmployeeEngagement #humanskills