Introduction: The Leadership Challenge of RTO

Idara Inwek Ogunsaju, MHA

The Covid-19 pandemic accelerated the pace of remote work well ahead of the initial schedule. As as the impact of the pandemic was lessened worldwide, naturally talks of returning to work in the office came up quickly and continue across various sectors of business. Employees and employers alike had grown accustomed to working remotely, and yet the reality of work is that team gatherings and working the same space were foundational components of work for the longest time.

Returning to the office isn’t just an employee concern—it’s a leadership challenge. Leaders must weigh competing priorities:

• Efficient use of office space and resources

• Employee preferences and engagement

• Operational efficiency and performance

Rigid return-to-office mandates often backfire, but a completely hands-off approach is also not responsive to the challenge and can also create inefficiencies. The real task is not about enforcing compliance but about leading through complexity.

The Pitfalls of a One-Size-Fits-All Approach

Many return-to-office policies struggle because they:

• Focus on presence over performance – Assuming productivity improves just because people are in the same space.

• Ignore employee realities – Employees have reshaped their work habits, and flexibility is now an expectation, not a perk.

• Miss the opportunity to rebuild trust – Top-down mandates often erode trust instead of fostering alignment.

A More Effective Leadership Approach to RTO

1. Start with the “Why” – and Make It Meaningful Instead of defaulting to “we need people back,” clarify:

• What specific benefits does in-office work provide to the organization and its people?

• How does it enhance collaboration, innovation, or business goals?

• How will returning to the office support—not disrupt—high-performing teams?

Acknowledge the degree to which benefits are met in any model of work. A vague or arbitrary return policy will be met with resistance. A clear, purpose-driven approach will be met with consideration.

2. Balance Space Efficiency with Employee Autonomy Leaders are under pressure to make better use of office space, but forcing employees into underutilized buildings isn’t a solution. Instead:

• Align workspace design with how employees actually work (collaboration hubs, flexible desks, meeting zones).

• Optimize in-person time for activities that require face-to-face engagement.

• Be transparent about space constraints while offering employees a voice in how office spaces evolve.

3. Focus on Outcomes, Not Office Attendance The challenge isn’t just where employees work—it’s how performance is measured. Leaders should:

• Shift from time-based assessments to impact-based evaluations.

• Establish clear goals and accountability structures for both remote and in-office work.

• Train managers to lead and support teams in a hybrid environment.

Trust is the foundation of any return-to-office strategy. Employees who feel trusted are more likely to engage—regardless of where they work.

Conclusion: Rethinking the Future of Work

The return-to-office debate isn’t just about physical space—it’s about leadership adaptability. Organizations that approach this shift with flexibility, trust, and a focus on meaningful engagement will foster stronger teams and better business outcomes.

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If your team is working through challenges and needs to assess change readiness for leaders and employees, we’d love to connect.

The Antorge Group partners with leaders navigating transitions, helping organizations align workplace strategies with business goals. Through our work in change management, leadership development, strategic consulting, and organizational development, we support leaders in shaping environments where both employees and organizations can thrive