Tired of the ongoing RTO debate?

Tired of the ongoing RTO debate? Us too! It’s like a merry-go-round of arguments, one after another, championing either side of the hybrid and remote work spectrum. Quite divisive isn’t it? On one side, you’ve got Elon Musk waving the “morally wrong” flag against remote work, while Chancellor Jeremy Hunt advocates for the good ol’ office grind. Meanwhile, companies like HSBC and Hubspot are donning the flexibility cape.
At Elephants not Rhinos, we believe this discussion might be missing the mark. There’s no one-size-fits-all solution here. Some organisations might find a complete return to the office indispensable, while others flourish with the freedom of flexibility. What truly matters is where leaders steer their ships next, once the decision on hybrid and remote work is sealed. That’s where the real challenge unfolds.
Once the working framework is locked in, whether it’s structured office days, total flexibility, or a complete return to the office, it’s time for leaders and teams to roll up their sleeves and figure out how to make it tick for them. This is where the spotlight should shine. It is not about choosing sides or determining what’s right or wrong; it’s about finding that sweet spot, that middle ground, and crafting a set up that works for everyone.
Different organisations are at various points in this journey, but in our conversations with clients, some common themes keep popping up. Worries include collaboration and creativity, concerns around well-being, the loss of organic learning opportunities, engagement levels, and communication.
But here’s the kicker: merely sitting together in a physical space won’t magically resolve these challenges. In fact, instead of mandatory office days acting as a catalyst for collaboration and creativity, some employees are feeling disillusioned, spending precious time commuting only to find themselves stuck in an endless loop of Zoom calls, doing tasks they could easily have managed from their homes. Being desk neighbours with someone in the office doesn’t automatically translate to absorbing knowledge from them. And adhering to a strict in-office schedule doesn’t necessarily equate to a heightened sense of belonging and improved state of well-being.
So, as we embark on our new work landscapes we would like to pose three questions for teams and leaders:
How do you need to think differently?
We can’t just slap a policy in place and expect the world to realign. The old methods won’t seamlessly fit into this new working fabric. It’s about innovating, finding those unique approaches that lead to even greater results.
What do you need to do together that you can’t do apart?
This is about delving into the core of teamwork to uncover which tasks demand collective effort, whether that’s through virtual collaboration or face-to-face synergy, and understanding which tasks can be independently managed. Involving team members in these discussions and empowering them in decision-making, creates a sense of ownership and autonomy, and will ultimately optimise time spent together for maximum productivity and impact.
How can you improve connectivity?
The crux of many organisational challenges lies in the strength of connections and how effectively people engage with one another. It’s about fostering an environment where learning is dynamic, where communication is seamless and where people are productive, happy and engaged. Our DPC (Deliberate Purposeful Connections) model underscores the importance of consciously nurturing these connections. When we’re deliberate, we’re intentional planners, orchestrating designated times for collaboration, learning, and effective communication. When we’re purposeful, we ensure that every interaction serves a meaningful objective, amplifying the impact of our connections and meetings, fostering a sense of purpose in everything we do.
In the midst of the back-and-forth surrounding the remote debate it is clear that there is no one-size-fits-all solution. The true litmus test lies in how leaders navigate the challenges that come post-decision. It is not merely about picking a side; it’s about crafting a tailored approach that works for everyone involved.
As the work landscapes shifts, the importance of addressing critical questions becomes all more apparent. How can we foster a mindset that transcends the norms of the past, paving the way for innovative solutions? How can we seamlessly blend the power of teamwork, recognising the tasks that necessitate collective effort and empowering individuals to contribute meaningfully? And finally, how can we strengthen the web of connections within our organisations. It’s in nurturing these deliberate, purposeful connections that the true essence of a thriving, dynamic workplace is found. As we navigate organisational changes, it’s the conscious efforts towards adaptation, collaboration and connectivity that will undoubtedly secure a successful, sustainable future of work.