The Real Reasons That Leaders Disregard Data in RTO Decisions

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relative w-full h-full object-cover" src="https://media.licdn.com/dms/image/v2/D5612AQE9cinx8YKs8g/article-cover_image-shrink_720_1280/article-cover_image-shrink_720_1280/0/1709277354124?e=2147483647&v=beta&t=2J04vQsfqJMqvJZc5YzoTW7Xe-9rpyVDYtWZYVv0_r4" fetchpriority="high" data-embed-id="cover-image" alt="The Real Reasons That Leaders Disregard Data in RTO Decisions"> </div> </div> <figcaption class="cover-img__caption text-sm text-color-text-secondary pt-2">Image credit: Walls.io/pexels</figcaption> </figure> <header> <section class="core-section-container relative my-3"> <h1 class="pulse-title text-display-md text-color-text lg:text-display-lg font-bold w-11/12">The Real Reasons That Leaders Disregard Data in RTO Decisions</h1> <div class="ellipsis-menu absolute right-0 top-0"> <div class="collapsible-dropdown flex items-center relative hyphens-auto"> <button class="ellipsis-menu__trigger collapsible-dropdown__button btn-md btn-tertiary cursor-pointer !py-[6px] !px-1 flex 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</div> </div> <div class="core-section-container__content break-words"> <div class="base-card relative w-full hover:no-underline focus:no-underline base-card--link base-main-card flex flex-wrap py-2 pr-2 babybear:pr-0 base-main-card--link publisher-author-card"> <a class="base-card__full-link absolute top-0 right-0 bottom-0 left-0 p-0 z-[2]" href="https://www.linkedin.com/in/dr-gleb-tsipursky" data-tracking-control-name="article-ssr-frontend-pulse_publisher-author-card" data-tracking-will-navigate> <span class="sr-only"> Dr. Gleb Tsipursky </span> </a> <img class="inline-block relative rounded-[50%] w-6 h-6 " data-delayed-url="https://media.licdn.com/dms/image/v2/D5603AQE11o0yRuKa_g/profile-displayphoto-shrink_400_400/profile-displayphoto-shrink_400_400/0/1674929783833?e=2147483647&v=beta&t=CAV_We46chtCxcFe31Su55XVXZGItDaHKP1J_DGVpYE" data-ghost-classes="bg-color-entity-ghost-background" data-ghost-url="https://static.licdn.com/aero-v1/sc/h/9c8pery4andzj6ohjkjp54ma2" alt="Dr. Gleb Tsipursky"> <div class="base-main-card__info self-center ml-1 flex-1 relative break-words papabear:min-w-0 mamabear:min-w-0 babybear:w-full ">  <h3 class="base-main-card__title font-sans text-[18px] font-bold text-color-text overflow-hidden "> Dr. Gleb Tsipursky </h3> <h4 class="base-main-card__subtitle body-text text-color-text overflow-hidden "> Named "Office Whisperer" by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI | 7X Best-selling Author | HBR, Fortune, Forbes, Inc. | Behavioral scientist | Proud Ukrainian </h4>  <div class="body-text text-color-text-low-emphasis base-main-card__metadata"> Published Mar 26, 2024 </div>  </div> <div class="base-main-card__ctas z-[3] self-center ml-3 babybear:ml-1 babybear:self-start"> <a class="base-main-card__cta btn-sm btn-secondary" href="https://www.linkedin.com/signup/cold-join?session_redirect=%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_publisher-author-card" data-tracking-control-name="article-ssr-frontend-pulse_publisher-author-card" data-tracking-will-navigate> + Follow </a> </div> </div> </div> </section> </header> <div data-test-id="article-content-blocks">  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>It seems like every day, a new headline flashes across our screens: another company is rolling back the clock on employee flexibility, calling workers back to the office for three, four, or even five days a week, as Boeing </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Eseattletimes%2Ecom%2Fbusiness%2Fboeing-aerospace%2Fboeing-shifts-policy-wants-all-employees-back-in-the-office-full-time%2F&urlhash=JluM&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>announced </a></span><span class> recently. Company leaders justify these decisions with the mantra of boosting productivity and enhancing company bottom lines. This trend has long piqued my curiosity as a </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fdisasteravoidanceexperts%2Ecom%2Fhybrid&urlhash=vp3R&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>hybrid work expert </a></span><span class>. That’s because we’ve seen increasing evidence that highlights the myriad benefits of workplace flexibility, not just in enhancing productivity but also in bolstering employee engagement and catalyzing company growth.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>However, </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fpapers%2Essrn%2Ecom%2Fsol3%2Fpapers%2Ecfm%3Fabstract_id%3D4675401&urlhash=z64g&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>recent research </a></span><span class> from the Professor of Business Administration at the University of Pittsburgh </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fbusiness%2Epitt%2Eedu%2Fprofessors%2Fmark-ma%2F&urlhash=pvY2&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>Mark Ma </a></span><span class> and his graduate student Yuye Ding uncovers the real reasons that so many leaders disregard all the data in their RTO decisions. This study uncovers a startling reality: RTO decisions stem less from concrete evidence or a belief in enhancing firm value and more about managerial control dynamics and using employees as scapegoats for unsatisfactory firm performance. Contrary to the claims of improving firm value, RTO fails to positively impact financial performance. Instead, as the study and my </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Edropbox%2Ecom%2Fscl%2Ffi%2Fatzlpdeiejfs5znicf8gx%2FThe-Real-Reasons-Business-Executives-Pursue-RTO-Mandates-Interview-With-Dr%2E-Mark-Ma-Professor-University-of-Pittsburgh%2Emp4%3Frlkey%3Dj7kc4pc6q5r7htv36ot0hp0nl%26dl%3D0&urlhash=3TeS&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>interview </a></span><span class> with Dr. Ma reveals, the research paints a concerning picture of declining employee satisfaction in the wake of these mandates, without any corresponding uplift in financial metrics or overall firm value. This revelation opens a new chapter in the ongoing debate about the future of work, challenging leaders to reconsider the true impact of their RTO policies.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <h2 data-test-id="pulse-publishing-h1"> <span class>The Data On Flexible Work and RTO Decisions</span> </h2> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>Extensive data illustrates the multiple benefits of flexible work. Hubstaff’s </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fdocs%2Egoogle%2Ecom%2Fdocument%2Fd%2F1eyd3VMc9hUAJOSXR9TyAKRsCJazoP8g2LAtvJ94lIe0%2Fedit%23heading%3Dh%2E7lc0ah3rri8o&urlhash=fkES&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>report </a></span><span class> sheds light on the overlooked efficiency of remote work, revealing that remote employees engage in deeper work with fewer interruptions, effectively saving an estimated 62 hours annually from distractions typical in office settings. This finding directly counters the narrative that in-office work is more productive. Similarly, contrary to the common rationalization behind RTO, </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fblog%2Ethumbtack%2Ecom%2Fnew-report-finds-employees-perform-their-best-when-working-virtually-and-senior-leaders-agree-59eee67c8aac&urlhash=p5RD&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>research </a></span><span class> by Thumbtack highlights that 74% of workers report increased productivity in virtual environments. This sentiment is echoed by 75% of senior leaders, who also find virtual work environments more conducive to focus and quality work, away from the distractions of office politics.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>The Talent Insights </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fbrand%2Eaquent%2Ecom%2Ftalent-insights%3Futm_source%3Dpinkston%26utm_medium%3Dpr%26utm_campaign%3Dae_na_tir23%26utm_content%3Dtir23-PressRelease-110223&urlhash=1dcU&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>report </a></span><span class> from Aquent underscores this notion, with data showing that 66% of remote teams are identified as high-performing, compared to just 47% of on-site teams. These teams not only embrace remote work but also value diversity and innovation, adapting more effectively to change. A McKinsey </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Emckinsey%2Ecom%2Fcapabilities%2Fpeople-and-organizational-performance%2Four-insights%2Fsome-employees-are-destroying-value-others-are-building-it-do-you-know-the-difference&urlhash=uN23&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>report </a></span><span class> further supports these findings, indicating that top-performing employees, the “thriving stars,” are more likely to flourish in hybrid and remote-working models than in mostly in-person environments. IWG’s </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Ehrotoday%2Ecom%2Fnews%2Fhybrid-work-results-in-cost-savings-and-increased-employee-happiness%2F&urlhash=hFQa&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>research </a></span><span class> reveals that 89% of U.S. CEOs with hybrid working arrangements have observed direct cost savings, including reduced office space and amenities. Notably, 96% believe their reputation as CEO has improved due to implementing hybrid working, with significant benefits in employee happiness, productivity, retention, and attraction.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>In turn, research shows the harmful impact of forceful, inflexible, top-down RTO mandates that don’t have employee buy-in. McLean & Company’s </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fc212%2Enet%2Fc%2Flink%2F%3Ft%3D0%26l%3Den%26o%3D4010383-1%26h%3D2528961445%26u%3Dhttps%253A%252F%252Fhr%2Emcleanco%2Ecom%252Fresearch%252Fss%252Freturn-to-office-playbook%253Futm_source%253Dpressrelease%2526utm_medium%253Dreferral%2526utm_campaign%253DRTOPlaybook%26a%3DReturn-to-Office%2BPlaybook&urlhash=8DAz&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>Return-to-Office Playbook </a></span><span class> warns against the risks of a one-size-fits-all RTO approach, which can lead to increased turnover, disengagement, and reduced productivity. WorkReduce’s </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Eadweek%2Ecom%2Fagencies%2Fstudy-ad-agencies-return-to-office-mandates-pose-hiring-and-retention-challenges%2F&urlhash=aRyo&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>data </a></span><span class> highlights the challenges posed by rigid RTO, including hiring challenges and low morale leading to churn and low retention. Unispace’s Returning for Good </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Eadweek%2Ecom%2Fagencies%2Fstudy-ad-agencies-return-to-office-mandates-pose-hiring-and-retention-challenges%2F&urlhash=aRyo&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>report </a></span><span class> found that nearly half (42%) of companies with RTO mandates witnessed a higher level of employee attrition than they had anticipated. Finally, the </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fwww%2Eflex%2Escoopforwork%2Ecom%2Fstats%3Futm_source%3Dpress%26utm_medium%3Darticle%26utm_campaign%3Dflex-report-q4&urlhash=E0dl&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>Q4 2023 Scoop Flex Index </a></span><span class> provides compelling evidence that companies embracing flexible work arrangements are not just surviving but thriving. Fully flexible public companies have shown a 16% lead in revenue growth over their less flexible peers, even when excluding tech companies from the data.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <h2 data-test-id="pulse-publishing-h1"> <span class>Behind the Facade of RTO Decisions</span> </h2> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>In light of this overwhelming evidence favoring the benefits of flexibility, the persistence of RTO mandates appears increasingly disconnected from the realities of the modern workforce. That’s where Dr. Ma’s study provides an insightful look behind the facade of strict RTO mandates.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>The investigation focuses on Standard and Poor’s (S&P) 500 firms with RTO mandates, offering a detailed analysis of the determinants and consequences of these policies. The study examines three potential reasons for RTO mandates.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>The first hypothesis scrutinized in Dr. Ma’s study addresses the most frequently cited justification for RTO mandates by executives: the belief that these mandates are crucial for enhancing employee productivity, improving overall firm performance, and, ultimately, increasing firm value. This rationale, often presented as a straightforward and logical approach, posits that bringing employees back into the office environment will catalyze a more collaborative, efficient, and productive workforce, thereby driving the company’s financial success.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>However, the study’s findings present a stark contradiction to this widely held narrative. In a data-driven analysis, the scholars examined whether there was a tangible link between CEOs’ personal financial stakes in their companies and their propensity to enforce RTO mandates. Conventional wisdom would suggest that CEOs with substantial stock ownership would naturally favor any policy, such as RTO mandates, that they believe would enhance the value of their firms. Their personal financial incentives would align closely with the company’s success, making them more likely to support and implement strategies they perceive as beneficial to the company’s bottom line.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>Yet, the findings of the study paint a different picture. The researchers uncovered no significant correlation between the level of stock ownership by CEOs and the likelihood of implementing RTO mandates. This lack of correlation is particularly striking, as it suggests that the decision to mandate RTO is not predominantly influenced by a belief in its financial benefits, at least not in the way executives often claim.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>Second, the study explores an alternative, more Machiavellian explanation for the persistence of RTO mandates, suggesting that managers might employ them as a strategic tool to divert blame for poor firm performance. This perspective posits that RTO mandates are less about enhancing productivity or firm value and more about providing a convenient scapegoat for organizational shortcomings.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>Interestingly, the study uncovers a notable correlation between RTO mandates and poor stock performance among S&P 500 companies. This correlation is critical because it aligns with the hypothesis of RTO mandates used as a diversionary tactic. When a company’s stock performance is faltering, managers might feel pressured to demonstrate decisive action. Instituting an RTO mandate offers a tangible measure, signaling to shareholders and the market that management is taking steps to rectify the situation. By shifting the narrative towards employees’ supposed lack of productivity in remote settings, managers deflect attention from other potential causes of poor performance, such as strategic missteps or managerial inefficiencies.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>This blame-shifting hypothesis gains further credibility when considering the behavior of firms with higher institutional ownership. Institutional investors, such as mutual funds, pension funds, and insurance companies, are generally more sophisticated and informed than individual investors. These investors likely have greater access to detailed information about a company’s operations and performance and are more adept at analyzing the true drivers of firm value. The study finds that companies with a higher proportion of such informed investors are less likely to implement RTO mandates. This trend suggests that when a company’s shareholder base is more likely to see through superficial measures, managers are less inclined to use RTO mandates as a smokescreen for poor performance.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>The third and perhaps most intriguing hypothesis explored in the study delves into the psychology of leadership within organizations. It suggests that RTO mandates may serve as a mechanism for managers, particularly those inclined towards authoritative control, to reassert their dominance over employees. This hypothesis moves beyond financial and strategic rationales and enters the realm of organizational power dynamics and leadership styles.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>The study’s findings lend considerable weight to this hypothesis. A significant pattern emerged: companies led by what the researchers call power-seeking CEOs — males who command notably higher salaries compared to the next highest paid executive at the company — are more likely to enforce top-down RTO mandates. This disparity in compensation, according to the scholars, often indicates a consolidated power structure within the organization, where the CEO wields substantial influence over company decisions.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>This finding strongly suggests that RTO mandates often stem from a desire for control and power rather than from calculated strategies aimed at improving firm performance. In such scenarios, the RTO mandate becomes a tool for CEOs to reestablish traditional power dynamics, which the shift to remote work diluted. Remote work, by its nature, offers employees a degree of autonomy and flexibility that diminishes the immediate, visible control managers have over their teams. By mandating a return to the office, these CEOs attempt to regain the direct oversight and influence more easily exerted in a traditional office setting.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>This power dynamic explanation for RTO mandates offers a stark contrast to the narrative of strategic business decisions aimed at enhancing productivity or firm value. It challenges organizations to reflect on their leadership models and consider whether traditional power dynamics align with the evolving expectations and preferences of the workforce. It suggests a need for a shift towards more inclusive, empathetic, and flexible leadership styles that acknowledge the benefits of flexible work. Moreover, it demonstrates the need for investors to </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Ffortune%2Ecom%2F2023%2F12%2F08%2Fimposing-harsh-return-to-office-mandates-employees-bosses-investors-careers-work-gleb-tsipursky%2F&urlhash=mOTc&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>reign in </a></span><span class> the worst impulses of power-seeking CEOs.</span> </p> </div>  <div class="inline-articles bg-color-surface-new border-hidden rounded-sm p-1 mx-auto my-1.5 mamabear:w-2/3 inline-articles__before"> <h2 class="text-xl font-medium ml-1.5 my-1 text-color-text mamabear:text-center">Recommended by LinkedIn</h2> <div class="flex flex-wrap mx-0.5 babybear:mx-1.5"> <div class="content-author-card flex flex-col max-w-[270px] h-auto rounded-md border-1 border-system-gray-30 border-solid pb-1.5 inline-article mx-auto my-1 border-hidden papabear:w-[219px] babybear:min-w-full mamabear:min-w-full h-auto bg-color-canvas-tint"> <a class="no-underline" data-tracking-control-name="inline-recommended-articles" data-tracking-will-navigate href="https://www.linkedin.com/pulse/data-return-to-office-mandates-arent-worth-talent-risks-gartner-0wsic"> <img class="content-image w-full h-[150px] bg-cover rounded-t-md object-cover" data-delayed-url="https://media.licdn.com/dms/image/v2/D5612AQHQUFtJ7UKZOA/article-cover_image-shrink_720_1280/article-cover_image-shrink_720_1280/0/1718808031233?e=2147483647&v=beta&t=QwdjKjTuQwXPAEEDcYpKClutroi9Y2nJu0sNp0Xo-G0"> <div class="inline-article-title text-md text-color-text font-bold pl-2 pt-1 pr-1.5">The Data Is In: Return-to-Office Mandates Aren’t Worth…</div> <div class="inline-article-meta px-2 mt-1 font-sans text-xs font-normal text-color-text-low-emphasis h-full"> <span class="inline-article-author pt-0.5"> Gartner </span> <span class="before:middot pt-0.5 inline-article-published-date"> 5 months ago </span> </div> </a>  </div> <div class="content-author-card flex flex-col max-w-[270px] h-auto rounded-md border-1 border-system-gray-30 border-solid pb-1.5 inline-article mx-auto my-1 border-hidden papabear:w-[219px] babybear:min-w-full mamabear:min-w-full h-auto bg-color-canvas-tint"> <a class="no-underline" data-tracking-control-name="inline-recommended-articles" data-tracking-will-navigate href="https://www.linkedin.com/pulse/do-you-track-emotions-metric-way-hours-productivity-lines-david-sable"> <img class="content-image w-full h-[150px] bg-cover rounded-t-md object-cover" data-delayed-url="https://media.licdn.com/dms/image/v2/C4D12AQFRv0DZpmuPIg/article-cover_image-shrink_720_1280/article-cover_image-shrink_720_1280/0/1645465637467?e=2147483647&v=beta&t=BpjBHnSKuyGyVokEeaf9DKoS48C85z49Ak3QOEPr3ns"> <div class="inline-article-title text-md text-color-text font-bold pl-2 pt-1 pr-1.5">Do You Track Emotions As a Metric the Way You Track…</div> <div class="inline-article-meta px-2 mt-1 font-sans text-xs font-normal text-color-text-low-emphasis h-full"> <span class="inline-article-author pt-0.5"> David Sable </span> <span class="before:middot pt-0.5 inline-article-published-date"> 2 years ago </span> </div> </a>  </div> <div class="content-author-card flex flex-col max-w-[270px] h-auto rounded-md border-1 border-system-gray-30 border-solid pb-1.5 inline-article mx-auto my-1 border-hidden papabear:w-[219px] babybear:min-w-full mamabear:min-w-full h-auto bg-color-canvas-tint"> <a class="no-underline" data-tracking-control-name="inline-recommended-articles" data-tracking-will-navigate href="https://www.linkedin.com/pulse/corporate-leaders-enforcing-rto-michael-spencer"> <img class="content-image w-full h-[150px] bg-cover rounded-t-md object-cover" data-delayed-url="https://media.licdn.com/dms/image/v2/D5612AQEhCv1NfZnLLA/article-cover_image-shrink_600_2000/article-cover_image-shrink_600_2000/0/1655506436524?e=2147483647&v=beta&t=GBK1t5U_sxp-4ftDE4fibPR2zj674o-257bdOEj_N4U"> <div class="inline-article-title text-md text-color-text font-bold pl-2 pt-1 pr-1.5">Corporate Leaders are Enforcing RTO</div> <div class="inline-article-meta px-2 mt-1 font-sans text-xs font-normal text-color-text-low-emphasis h-full"> <span class="inline-article-author pt-0.5"> Michael Spencer </span> <span class="before:middot pt-0.5 inline-article-published-date"> 2 years ago </span> </div> </a>  </div> </div> </div> <div class="article-main__content" data-test-id="publishing-text-block"> <h2 data-test-id="pulse-publishing-h1"> <span class>Impact of RTO Decisions on Employees and Shareholders</span> </h2> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>The comprehensive nature of the study extends to a critical examination of the impact of RTO mandates on two key stakeholders: employees and shareholders. This part of the analysis offers tangible evidence of the real-world consequences of these mandates, beyond the theoretical and psychological motivations of corporate leaders.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>One of the most telling findings of the study relates to employee satisfaction. Using a wealth of data from Glassdoor, the study rigorously assesses how RTO mandates influence employees’ perceptions and experiences in their workplaces. The stark results align with previous research, finding a significant decline in overall job satisfaction, work-life balance, and views on senior management following the implementation of RTO mandates.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>These findings bear particular significance in the context of the often-cited rationale for RTO mandates: that bringing employees back to the office fosters better collaboration, enhances company culture, and, by extension, improves overall job satisfaction and work-life balance. However, the study’s data contradicts this claim, indicating that employees actually feel less satisfied with their jobs, have worse work-life balance, and hold a less favorable view of senior management in the wake of RTO mandates.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>Another critical area explored in the study: the effect of RTO mandates on firm performance and market value. This analysis directly confronts one of the primary justifications for RTO mandates posited by managers, namely the belief that such policies lead to improved company performance and, consequently, increase shareholder value.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>Contrary to these managerial claims, the study finds no significant improvement in the financial performance or market value of firms following the enforcement of RTO mandates. This finding challenges the core argument often used to justify the shift back to office-centric work models. The lack of observable financial benefits from RTO mandates undermines the argument for their efficacy as a strategy for boosting firm performance.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <h2 data-test-id="pulse-publishing-h1"> <span class>The Blindspots Underpinning Poor Leadership RTO Decisions</span> </h2> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>We gain further clarity on the dynamics surrounding RTO mandates and their acceptance or rejection by corporate leaders by examining specific </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fdisasteravoidanceexperts%2Ecom%2Fnevergut%2F&urlhash=3Vh9&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>cognitive biases </a></span><span class>. Biases refer to dangerous judgment errors that stem from the wiring of our minds, leading us to make poor decisions when going with our gut reactions. Two biases, in particular, play a crucial role in the context of RTO mandates: status quo bias and confirmation bias.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>Leaders often exhibit status quo bias, a tendency to prefer existing conditions and resist changes. This bias manifests in the adherence to traditional office-centric models despite compelling evidence suggesting the effectiveness of remote or hybrid work arrangements. Comfort and familiarity with pre-pandemic work environments lead leaders to overlook the potential benefits of new work models. Consequently, they often default to known practices, ignoring the changing needs of the workforce and evolving work culture trends. For example, a leader accustomed to the traditional office setup might ignore data indicating higher productivity and employee satisfaction in remote settings, favoring the familiar over potentially more effective new models. This bias leads to a misalignment between a company’s policies and the evolving needs of its workforce, as well as emerging trends in work culture and technology.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>Confirmation bias also plays a critical role in shaping leaders’ approaches to RTO mandates. This bias leads them to seek, interpret, and prioritize information that aligns with their preexisting beliefs. When deciding between continuing remote work policies or enforcing RTO mandates, leaders often unconsciously cherry-pick evidence supporting their preferred action while disregarding contradictory data. A CEO who believes in the necessity of in-office work for collaboration, for instance, might focus on studies or anecdotal evidence that uphold this view, overlooking substantial data supporting the effectiveness of remote work. This selective focus on confirming evidence results in decisions that reflect personal biases more than a compreheConclusionnsive evaluation of all available information.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <h2 data-test-id="pulse-publishing-h1"> <span class>Conclusion</span> </h2> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class>While </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fdisasteravoidanceexperts%2Ecom%2Fhybrid&urlhash=vp3R&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>helping </a></span><span class> over two dozen companies figure out their </span><span class><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fdisasteravoidanceexperts%2Ecom%2Fhybrid&urlhash=vp3R&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>hybrid and remote work models </a></span><span class> and RTO policies, I frequently felt frustrated with managers stubbornly insisting on rigid, top-down mandates by citing a supposed productivity and firm financial performance benefit. They refused to listen to the reams of solid data countering their perspectives, and clung to outdated beliefs. Dr. Ma’s study provides a research-driven perspective explaining why they do so and offers an evidence-informed tool to counter their power-seeking, blame-shifting behaviors. Fortunately, plenty of more moral corporate leaders committed to ethical behavior are willing to counter such misconduct, along with investors who have financial incentives to not tolerate such shenanigans, if they have tools to assess the reality of the situation. Using this study as ammunition for such assessments, they can help reverse the harmful tendencies of blame-shifting, power-hungry executives to pursue hard-nosed RTO policies that don’t help company bottom lines while undermining employee engagement, well-being, and retention.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <h2 data-test-id="pulse-publishing-h1"> <span class>Key Take-Away</span> </h2> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <blockquote class="w-auto"><span class="italic">RTO decisions are often a way to divert blame for poor firm performance, not to achieve productivity gains… ></span><span class="italic"><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Ftwitter%2Ecom%2Fintent%2Fpost%3Furl%3Dhttps%253A%252F%252Fdisasteravoidanceexperts%2Ecom%252F%253Fp%253D11627%26text%3DRTO%2520decisions%2520often%2520stem%2520from%2520managerial%2520control%2520dynamics%2520and%2520scapegoating%252C%2520not%2520productivity%2520gains%252C%2520challenging%2520leaders%2520to%2520reconsider%2520policies%2520for%2520employee%2520well-being%2520and%2520firm%2520value%2E%26related%3D&urlhash=q7PQ&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>Click to tweet </a></span></blockquote> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <br> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class="italic">Image credit: </span><span class="italic"><a href="https://www.linkedin.com/redir/redirect?url=http%3A%2F%2FWalls%2Eio%2Fpexels&urlhash=fTw7&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>Walls.io/pexels </a></span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class="italic">Originally published in </span><span class="italic"><a href="https://www.linkedin.com/redir/redirect?url=https%3A%2F%2Fdisasteravoidanceexperts%2Ecom%2F%3Fp%3D11627%26preview%3Dtrue%26_thumbnail_id%3D11628&urlhash=2XrQ&trk=article-ssr-frontend-pulse_little-text-block" target="_blank" data-tracking-control-name="article-ssr-frontend-pulse_little-text-block" data-tracking-will-navigate data-test-link>Disaster Avoidance Experts </a></span> </p> </div>  <hr data-test-id="publishing-divider-block" class="my-[3.2rem] mx-auto h-[1px] border-0 bg-black-a16">  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class="italic">Want to make the wisest and most profitable decisions via neuroscience? This article is part of my new LinkedIn newsletter series on this topic, called the Wise Decision Maker Guide.</span> </p> </div>  <div class="article-main__content" data-test-id="publishing-text-block"> <p> <span class="italic">If you want to avoid decision disasters and instead maximize success in your business and career, register to get notifications about new posts by clicking the blue Subscribe button at the top of this page below the image. 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relative rounded-[50%] w-4 h-4 " data-delayed-url="https://media.licdn.com/dms/image/v2/D4E03AQEGNN0SnazG2g/profile-displayphoto-shrink_400_400/profile-displayphoto-shrink_400_400/0/1720122964948?e=2147483647&v=beta&t=MbDIpJMCBCbnuGQrgf-FxJdo-YH8Ti_M0vxLKxMkTFE" data-ghost-classes="bg-color-entity-ghost-background" data-ghost-url="https://static.licdn.com/aero-v1/sc/h/9c8pery4andzj6ohjkjp54ma2" alt="Elia Ahadi"> </a> </div> <div class="w-full min-w-0"> <div class="comment__body ml-0.5 mb-1 pt-1 pr-1.5 pb-1 pl-1.5 rounded-[8px] rounded-tl-none relative"> <div class="comment__header flex flex-col"> <a class="text-sm link-styled no-underline leading-open comment__author truncate pr-6" href="https://www.linkedin.com/in/eliaahadi?trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-name" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-name" data-tracking-will-navigate> Elia Ahadi </a> <p class="!text-xs text-color-text-low-emphasis leading-[1.33333] mb-0.5 truncate comment__author-headline">building a new venture 🚀</p> <span class="text-xs text-color-text-low-emphasis comment__duration-since absolute right-6 top-1 inline-block"> 7mo </span> <div class="ellipsis-menu absolute right-0 top-0 !mr-0.5 babybear:!-top-0.5" data-test-id="comment__ellipsis-menu" data-feed-action="show-comment-dropdown"> <div class="collapsible-dropdown flex items-center relative hyphens-auto"> <button class="ellipsis-menu__trigger collapsible-dropdown__button btn-md btn-tertiary cursor-pointer !py-[6px] !px-1 flex items-center rounded-[50%] ellipsis-menu__trigger--small w-[32px] h-[32px] babybear:rotate-90 mamabear:!h-4 mamabear:!min-h-[32px] papabear:!h-4 papabear:!min-h-[32px]" aria-expanded="false" aria-label="Open menu" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-trigger" tabindex="0"> <icon class="ellipsis-menu__trigger-icon m-0 p-0 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data-semaphore-content-urn="urn:li:comment:(urn:li:ugcPost:7175756991083003904,7180564250766016512)" data-semaphore-tracking-prefix="article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-semaphore" data-is-logged-in="false" data-modal="semaphore__toggle" class="semaphore__toggle visited:text-color-text-secondary ellipsis-menu__semaphore ellipsis-menu__item-button flex items-center w-full p-1 cursor-pointer font-sans text-sm font-bold link-styled focus:link-styled link:no-underline active:bg-color-background-container-tint focus:bg-color-background-container-tint hover:bg-color-background-container-tint outline-offset-[-2px]">  <icon class="ellipsis-menu__item-icon text-color-text h-[24px] w-[24px] mr-1" data-delayed-url="https://static.licdn.com/aero-v1/sc/h/iq0x9q37wj214o129ai1yjut"> </icon> Report this comment </a>  </li>  </ul>  </div> </div> </div> <div class="attributed-text-segment-list__container relative mt-1 mb-1.5 babybear:mt-0 babybear:mb-0.5"> <p class="attributed-text-segment-list__content text-color-text !text-sm whitespace-pre-wrap break-words comment__text babybear:mt-0.5" dir="ltr">I tend to agree the mandate for RTO is all about management control and other factors such as: - utilizing existing building leases - incentives from realtors/businesses/politicians to renew leases to increase traffic around an area (restaurants, cafes, metro, etc.). Ultimately, if you want to attract and keep good employees the company needs to be flexible.</p>  </div>   </div> <div class="comment__actions flex flex-row flex-wrap items-center ml-2" aria-label="Comment Controls"> <a href="https://www.linkedin.com/signup/cold-join?session_redirect=%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_like" class="comment__action inline-block font-sans text-xs text-color-text-low-emphasis cursor-pointer" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_like" data-tracking-will-navigate> <div class="flex flex-row items-center "> <icon class="action-btn__icon w-2 mr-0.5" data-svg-class-name="action-btn__icon--svg" data-delayed-url="https://static.licdn.com/aero-v1/sc/h/70k0g8kmgdfjjymflqqzipzxj"> </icon> <span class="action-btn__button-text inline-block align-baseline"> Like </span> </div> </a> <span 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<a href="https://www.linkedin.com/signup/cold-join?session_redirect=%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_reactions" class="comment__reactions-count font-sans text-xs text-color-text-low-emphasis border-l-1 border-solid border-color-border-low-emphasis pl-1 mx-1" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_reactions" data-tracking-will-navigate> 1 Reaction </a> <span class="comment__reactions-count font-sans text-xs text-color-text-low-emphasis border-l-1 border-solid border-color-border-low-emphasis pl-1 mx-1 hidden"> 2 Reactions </span> </div> </div> </section>  <section class="comment flex grow-1 items-stretch leading-[16px] comment-with-action my-1.5"> <div> <a href="https://www.linkedin.com/in/clifford-arnell-4005672a?trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-image" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-image" data-tracking-will-navigate> <img class="inline-block relative rounded-[50%] w-4 h-4 " data-delayed-url="https://media.licdn.com/dms/image/v2/C4D03AQHFnHgxBd5iuw/profile-displayphoto-shrink_200_200/profile-displayphoto-shrink_200_200/0/1517599546294?e=2147483647&v=beta&t=hqfMwZhicaTdf67CuRm1iLB85CO_6_bTHK_MF2miq-w" data-ghost-classes="bg-color-entity-ghost-background" data-ghost-url="https://static.licdn.com/aero-v1/sc/h/9c8pery4andzj6ohjkjp54ma2" alt="Clifford Arnell"> </a> </div> <div class="w-full min-w-0"> <div class="comment__body ml-0.5 mb-1 pt-1 pr-1.5 pb-1 pl-1.5 rounded-[8px] rounded-tl-none relative"> <div class="comment__header flex flex-col"> <a class="text-sm link-styled no-underline leading-open comment__author truncate pr-6" href="https://www.linkedin.com/in/clifford-arnell-4005672a?trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-name" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-name" data-tracking-will-navigate> Clifford Arnell </a> <p class="!text-xs text-color-text-low-emphasis leading-[1.33333] mb-0.5 truncate comment__author-headline">Particle Physics Engineer, Author, Producer :: massquerade.com</p> <span class="text-xs text-color-text-low-emphasis comment__duration-since absolute right-6 top-1 inline-block"> 7mo </span> <div class="ellipsis-menu absolute right-0 top-0 !mr-0.5 babybear:!-top-0.5" data-test-id="comment__ellipsis-menu" data-feed-action="show-comment-dropdown"> <div class="collapsible-dropdown flex items-center relative hyphens-auto"> <button class="ellipsis-menu__trigger collapsible-dropdown__button btn-md btn-tertiary cursor-pointer !py-[6px] !px-1 flex items-center rounded-[50%] 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href="/uas/login?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=COMMENT&_f=guest-reporting" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-semaphore-sign-in-redirect" data-tracking-will-navigate data-item-type="semaphore" data-semaphore-content-type="COMMENT" data-semaphore-content-urn="urn:li:comment:(urn:li:ugcPost:7175756991083003904,7180559551803355136)" data-semaphore-tracking-prefix="article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-semaphore" data-is-logged-in="false" data-modal="semaphore__toggle" class="semaphore__toggle visited:text-color-text-secondary ellipsis-menu__semaphore ellipsis-menu__item-button flex items-center w-full p-1 cursor-pointer font-sans text-sm font-bold link-styled focus:link-styled link:no-underline active:bg-color-background-container-tint focus:bg-color-background-container-tint hover:bg-color-background-container-tint outline-offset-[-2px]">  <icon class="ellipsis-menu__item-icon text-color-text h-[24px] w-[24px] mr-1" data-delayed-url="https://static.licdn.com/aero-v1/sc/h/iq0x9q37wj214o129ai1yjut"> </icon> Report this comment </a>  </li>  </ul>  </div> </div> </div> <div class="attributed-text-segment-list__container relative mt-1 mb-1.5 babybear:mt-0 babybear:mb-0.5"> <p class="attributed-text-segment-list__content text-color-text !text-sm whitespace-pre-wrap break-words comment__text babybear:mt-0.5" dir="ltr">Thanks Dr. Gleb. We can't go back, because the last round of Gov't mandates KILLED America as we knew it. Now they see the damage they have done and are trying to use MORE MANDATES to revive at least a few of the fatalities they invoked while trying to disguise it as 'better and more productive'. Just STOP with the Mandates and start doing LESS of what you have been doing. WE DON"T NEED YOUR "HELP", but we could certainly use less Gov't interference by those with NO AUTHORITY to mandate anything.</p>  </div>   </div> <div class="comment__actions flex flex-row flex-wrap items-center ml-2" aria-label="Comment Controls"> <a href="https://www.linkedin.com/signup/cold-join?session_redirect=%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_like" class="comment__action inline-block font-sans text-xs text-color-text-low-emphasis cursor-pointer" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_like" data-tracking-will-navigate> <div class="flex flex-row items-center "> <icon class="action-btn__icon w-2 mr-0.5" data-svg-class-name="action-btn__icon--svg" data-delayed-url="https://static.licdn.com/aero-v1/sc/h/70k0g8kmgdfjjymflqqzipzxj"> </icon> <span class="action-btn__button-text inline-block align-baseline"> Like </span> </div> </a> <span class="before:middot font-sans text-s text-color-text-low-emphasis"></span> <a href="https://www.linkedin.com/signup/cold-join?session_redirect=%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_reply" class="comment__action inline-block font-sans text-xs text-color-text-low-emphasis cursor-pointer comment__reply" data-feed-action="replyToComment" data-feed-control="reply" data-feed-action-category="EXPAND" data-feed-action-type="expandReplyBox" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_reply" data-tracking-will-navigate> <div class="flex flex-row items-center "> <icon class="action-btn__icon w-2 mr-0.5" data-svg-class-name="action-btn__icon--svg" data-delayed-url="https://static.licdn.com/aero-v1/sc/h/4ol9mo4lxvobj5ww3va90wz1o"> </icon> <span class="action-btn__button-text inline-block 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<div class="comment__body ml-0.5 mb-1 pt-1 pr-1.5 pb-1 pl-1.5 rounded-[8px] rounded-tl-none relative"> <div class="comment__header flex flex-col"> <a class="text-sm link-styled no-underline leading-open comment__author truncate pr-6" href="https://ie.linkedin.com/in/mrsvickyday?trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-name" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-name" data-tracking-will-navigate> Vicky Day (née Stone) </a> <p class="!text-xs text-color-text-low-emphasis leading-[1.33333] mb-0.5 truncate comment__author-headline">Continuous Improvement Practitioner | Passionate about #LifelongLearning #FutureOfWork #DistributedWork #WorkFromAnywhere #AsynchronousWork</p> <span class="text-xs text-color-text-low-emphasis comment__duration-since absolute right-6 top-1 inline-block"> 8mo </span> <div class="ellipsis-menu absolute right-0 top-0 !mr-0.5 babybear:!-top-0.5" 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border-t-1 border-solid border-color-border-low-emphasis first-of-type:border-none flex"> <a href="/uas/login?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=COMMENT&_f=guest-reporting" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-semaphore-sign-in-redirect" data-tracking-will-navigate data-item-type="semaphore" data-semaphore-content-type="COMMENT" data-semaphore-content-urn="urn:li:comment:(urn:li:ugcPost:7175756991083003904,7178708678387085312)" data-semaphore-tracking-prefix="article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-semaphore" data-is-logged-in="false" data-modal="semaphore__toggle" class="semaphore__toggle visited:text-color-text-secondary 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href="https://www.linkedin.com/signup/cold-join?session_redirect=%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_like" class="comment__action inline-block font-sans text-xs text-color-text-low-emphasis cursor-pointer" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_like" data-tracking-will-navigate> <div class="flex flex-row items-center "> <icon class="action-btn__icon w-2 mr-0.5" data-svg-class-name="action-btn__icon--svg" data-delayed-url="https://static.licdn.com/aero-v1/sc/h/70k0g8kmgdfjjymflqqzipzxj"> </icon> <span class="action-btn__button-text inline-block align-baseline"> Like </span> </div> </a> <span class="before:middot font-sans text-s text-color-text-low-emphasis"></span> <a 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data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-image" data-tracking-will-navigate> <img class="inline-block relative rounded-[50%] w-4 h-4 " data-delayed-url="https://media.licdn.com/dms/image/v2/D4E03AQH-jEhjLTS23g/profile-displayphoto-shrink_400_400/profile-displayphoto-shrink_400_400/0/1728044589720?e=2147483647&v=beta&t=Qd3aplMbsDaplbF2yZdk12uu3p4hiSKOxox_l_mU1zc" data-ghost-classes="bg-color-entity-ghost-background" data-ghost-url="https://static.licdn.com/aero-v1/sc/h/9c8pery4andzj6ohjkjp54ma2" alt="Michael Dubicki"> </a> </div> <div class="w-full min-w-0"> <div class="comment__body ml-0.5 mb-1 pt-1 pr-1.5 pb-1 pl-1.5 rounded-[8px] rounded-tl-none relative"> <div class="comment__header flex flex-col"> <a class="text-sm link-styled no-underline leading-open comment__author truncate pr-6" href="https://uk.linkedin.com/in/michaeldubicki?trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-name" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_actor-name" data-tracking-will-navigate> Michael Dubicki </a> <p class="!text-xs text-color-text-low-emphasis leading-[1.33333] mb-0.5 truncate comment__author-headline">Finding the right office broker shouldn't be hard | Founder, Flex Engine | Fuelling change</p> <span class="text-xs text-color-text-low-emphasis comment__duration-since absolute right-6 top-1 inline-block"> 8mo </span> <div class="ellipsis-menu absolute right-0 top-0 !mr-0.5 babybear:!-top-0.5" data-test-id="comment__ellipsis-menu" data-feed-action="show-comment-dropdown"> <div class="collapsible-dropdown flex items-center relative hyphens-auto"> <button class="ellipsis-menu__trigger collapsible-dropdown__button btn-md btn-tertiary cursor-pointer !py-[6px] !px-1 flex items-center rounded-[50%] ellipsis-menu__trigger--small w-[32px] h-[32px] babybear:rotate-90 mamabear:!h-4 mamabear:!min-h-[32px] papabear:!h-4 papabear:!min-h-[32px]" aria-expanded="false" aria-label="Open menu" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-trigger" tabindex="0"> <icon class="ellipsis-menu__trigger-icon m-0 p-0 centered-icon" data-delayed-url="https://static.licdn.com/aero-v1/sc/h/c26vw8uiog92lvrqov98hvbxr"></icon> </button> <ul class="collapsible-dropdown__list hidden container-raised absolute w-auto overflow-y-auto flex-col items-stretch z-1 bottom-auto top-[100%]" role="menu" tabindex="-1"> <li class="ellipsis-menu__item border-t-1 border-solid border-color-border-low-emphasis first-of-type:border-none flex"> <a href="/uas/login?session_redirect=https%3A%2F%2Fwww.linkedin.com%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-semaphore-sign-in-redirect&guestReportContentType=COMMENT&_f=guest-reporting" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-semaphore-sign-in-redirect" data-tracking-will-navigate data-item-type="semaphore" data-semaphore-content-type="COMMENT" data-semaphore-content-urn="urn:li:comment:(urn:li:ugcPost:7175756991083003904,7178691893143183360)" data-semaphore-tracking-prefix="article-ssr-frontend-pulse_x-social-details_comments-action_comment_ellipsis-menu-semaphore" data-is-logged-in="false" data-modal="semaphore__toggle" class="semaphore__toggle visited:text-color-text-secondary ellipsis-menu__semaphore ellipsis-menu__item-button flex items-center w-full p-1 cursor-pointer font-sans text-sm font-bold link-styled focus:link-styled link:no-underline active:bg-color-background-container-tint focus:bg-color-background-container-tint hover:bg-color-background-container-tint outline-offset-[-2px]">  <icon class="ellipsis-menu__item-icon text-color-text h-[24px] w-[24px] mr-1" data-delayed-url="https://static.licdn.com/aero-v1/sc/h/iq0x9q37wj214o129ai1yjut"> </icon> Report this comment </a>  </li>  </ul>  </div> </div> </div> <div class="attributed-text-segment-list__container relative mt-1 mb-1.5 babybear:mt-0 babybear:mb-0.5"> <p class="attributed-text-segment-list__content text-color-text !text-sm whitespace-pre-wrap break-words comment__text babybear:mt-0.5" dir="ltr">Thanks for this <a class="link" href="https://www.linkedin.com/in/dr-gleb-tsipursky?trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment-text" target="_self" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment-text" data-tracking-will-navigate>Dr. Gleb Tsipursky</a>, and for the many links to useful source data which is super helpful, lots of bed-time reading. I do find the psychology behind RTO fascinating - a lot of the time the push stems from the wrong question being asked, which then leads to bad emotional assumptions as you've outlined. A more granular nuanced approach helps frame the issue better: which aspects of an employee's work actually require them to be present? If a physical action requiring presence is imperative to their contribution (such as attending property viewings with clients etc) then clearly this has a potential real impact on performance. An honest questioning of which physical processes actually drive profitability is needed. But this is difficult and challenges fundamentals, so it's often easier to revert to type, especially when sitting on an underutilised real-estate footprint with a high fixed cost for example - empty desks in a large expensive office tend to look very 'guilty' to those paying for the square footage. </p>  </div>   </div> <div class="comment__actions flex flex-row flex-wrap items-center ml-2" aria-label="Comment Controls"> <a href="https://www.linkedin.com/signup/cold-join?session_redirect=%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_comments-action_comment_like" class="comment__action inline-block font-sans text-xs text-color-text-low-emphasis cursor-pointer" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments-action_comment_like" data-tracking-will-navigate> <div class="flex flex-row items-center "> <icon class="action-btn__icon w-2 mr-0.5" 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class="comments__see-more-wrapper"> <a class="comments__see-more" href="https://www.linkedin.com/signup/cold-join?session_redirect=%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_comments_comment-see-more" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_comments_comment-see-more" data-tracking-will-navigate> See more comments </a> </div> </div> </div> <p class="feed-cta-banner__text border-t-1 border-color-surface-border border-solid p-3 text-center text-md text-color-text-low-emphasis"> To view or add a comment, <a href="https://www.linkedin.com/signup/cold-join?session_redirect=%2Fpulse%2Freal-reasons-leaders-disregard-data-rto-decisions-dr-gleb-tsipursky-24t5f&trk=article-ssr-frontend-pulse_x-social-details_feed-cta-banner-cta" target="" aria-label="To view or add a comment, sign in" data-tracking-control-name="article-ssr-frontend-pulse_x-social-details_feed-cta-banner-cta" data-tracking-will-navigate="true" class="feed-cta-banner__link link">sign in</a> </p> <section class="core-section-container my-3 stacked-articles">  <h2 class="core-section-container__title section-title"> More articles by Dr. Gleb Tsipursky </h2>  <div class="core-section-container__content break-words"> <div class="show-more-less">  <ul data-max-num-to-show="4" class="show-more-less__list show-more-less__list--hide-after-4" data-impression-id="article-ssr-frontend-pulse_show-more-less"> <li> <div class="base-card relative w-full hover:no-underline focus:no-underline base-card--link base-main-card flex flex-wrap py-2 pr-2 babybear:pr-0 base-main-card--link babybear:py-1 main-article-card"> <a class="base-card__full-link absolute top-0 right-0 bottom-0 left-0 p-0 z-[2]" href="https://www.linkedin.com/pulse/managers-want-you-back-officebecause-theyre-ready-hybrid-tsipursky-bzvxc" data-tracking-control-name="article-ssr-frontend-pulse" data-tracking-will-navigate> <span class="sr-only"> Managers Want You Back in the Office—Because They’re Not Ready for Hybrid </span> </a> <div class="base-main-card__media relative w-[228px] block overflow-hidden flex-shrink-0 rounded-md h-[129px] babybear:w-[105px] babybear:h-[59px]"> <img class="h-full" data-delayed-url="https://media.licdn.com/dms/image/v2/D5612AQE-s66pqqJyeQ/article-cover_image-shrink_720_1280/article-cover_image-shrink_720_1280/0/1729010259050?e=2147483647&v=beta&t=8B5fVS9qWHUnoS7hG_2-vLTItVfb0jcKsARbFU9eC6w" alt>  </div> <div class="base-main-card__info self-center ml-1 flex-1 relative break-words papabear:min-w-0 mamabear:min-w-0 babybear:w-full article-card-social-actions"> <div class="body-text text-color-text-low-emphasis base-main-card__metadata mb-0 babybear:mb-0 babybear:-mt-0.5"> <span class="body-text text-color-text-low-emphasis base-main-card__metadata-item babybear:text-xs">Nov 19, 2024</span>  </div> <h3 class="base-main-card__title font-sans text-[18px] font-bold text-color-text 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focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-fa_IR" data-locale="fa_IR" role="menuitem" lang="fa_IR"> فارسی (Persian) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Suomi (Finnish)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-fi_FI" data-locale="fi_FI" role="menuitem" lang="fi_FI"> Suomi (Finnish) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Français (French)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-fr_FR" data-locale="fr_FR" role="menuitem" lang="fr_FR"> Français (French) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="हिंदी (Hindi)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-hi_IN" data-locale="hi_IN" role="menuitem" lang="hi_IN"> हिंदी (Hindi) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Magyar (Hungarian)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-hu_HU" data-locale="hu_HU" role="menuitem" lang="hu_HU"> Magyar (Hungarian) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Bahasa Indonesia (Indonesian)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-in_ID" data-locale="in_ID" role="menuitem" lang="in_ID"> Bahasa Indonesia (Indonesian) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Italiano (Italian)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-it_IT" data-locale="it_IT" role="menuitem" lang="it_IT"> Italiano (Italian) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="עברית (Hebrew)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-iw_IL" data-locale="iw_IL" role="menuitem" lang="iw_IL"> עברית (Hebrew) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="日本語 (Japanese)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-ja_JP" data-locale="ja_JP" role="menuitem" lang="ja_JP"> 日本語 (Japanese) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="한국어 (Korean)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-ko_KR" data-locale="ko_KR" role="menuitem" lang="ko_KR"> 한국어 (Korean) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="मराठी (Marathi)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-mr_IN" data-locale="mr_IN" role="menuitem" lang="mr_IN"> मराठी (Marathi) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Bahasa Malaysia (Malay)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer 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focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-no_NO" data-locale="no_NO" role="menuitem" lang="no_NO"> Norsk (Norwegian) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="ਪੰਜਾਬੀ (Punjabi)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-pa_IN" data-locale="pa_IN" role="menuitem" lang="pa_IN"> ਪੰਜਾਬੀ (Punjabi) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Polski (Polish)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-pl_PL" data-locale="pl_PL" role="menuitem" lang="pl_PL"> Polski (Polish) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Português (Portuguese)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-pt_BR" data-locale="pt_BR" role="menuitem" lang="pt_BR"> Português (Portuguese) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Română (Romanian)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-ro_RO" data-locale="ro_RO" role="menuitem" lang="ro_RO"> Română (Romanian) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Русский (Russian)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-ru_RU" data-locale="ru_RU" role="menuitem" lang="ru_RU"> Русский (Russian) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Svenska (Swedish)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-sv_SE" data-locale="sv_SE" role="menuitem" lang="sv_SE"> Svenska (Swedish) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="తెలుగు (Telugu)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-te_IN" data-locale="te_IN" role="menuitem" lang="te_IN"> తెలుగు (Telugu) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="ภาษาไทย (Thai)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-th_TH" data-locale="th_TH" role="menuitem" lang="th_TH"> ภาษาไทย (Thai) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Tagalog (Tagalog)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-tl_PH" data-locale="tl_PH" role="menuitem" lang="tl_PH"> Tagalog (Tagalog) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Türkçe (Turkish)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer hover:bg-color-action hover:text-color-text-on-dark focus:bg-color-action focus:text-color-text-on-dark language-selector__link !font-regular" data-tracking-control-name="language-selector-tr_TR" data-locale="tr_TR" role="menuitem" lang="tr_TR"> Türkçe (Turkish) </button> </li> <li class="language-selector__item" role="presentation">  <button aria-label="Українська (Ukrainian)" class="font-sans text-xs link block py-[5px] px-2 w-full hover:cursor-pointer 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