It’s time to go back to the office. No-one wants to hear this, but eventually you’ll be commuting five days a week. Perhaps, as someone who worked from home most of her career, I’m not the right messenger. Nevertheless, it’s the truth.
This executive had built valuable contacts, culture and camaraderie by logging many hours in the office with her co-workers while rising through the ranks. There is a lot of grunt work early in a career, but time in the trenches with colleagues, ordering takeaways when you work through dinner and going out for drinks afterward is what helps make it bearable. You form relationships that last the rest of your professional life.
The time spent working together — in person — is how senior staff become invested in their junior colleagues’ success. Going back to work is emerging as a collective-action problem. Older, more established people don’t want to go back and don’t feel it’s necessary to do their jobs. But having them return to the office is important for workplace culture, long-term productivity and for passing skills and influence on to younger colleagues. If these older workers don’t return, there is less motivation for younger people to return, too.
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