Issue 23: Today’s Brew: The Push for “Back to the Office”—How (Not) to Break Trust in the Process

☕ Brewed for Leaders Who Care

Espresso & Empathy — Issue 23

By: Shannon Foster

Founder & Senior Consultant, Martin & Foster Consulting

August 06, 2025

The Office Is Calling… But Who’s Answering?

Return-to-office mandates are resurfacing across industries. Some organizations are issuing strict in-office requirements. Others are sending subtle signals that remote work may soon be a thing of the past.

And the result?

Employees are frustrated. Leaders feel stuck in the middle. And trust—built slowly over time—is now on the line.

This is more than a question of where people work. It’s a matter of how leaders communicate, how much autonomy they allow, and whether they’re genuinely listening.

At Martin and Foster Consulting, we believe return-to-office strategies are not just operational—they are deeply cultural and relational.

What’s Really Behind the Pushback?

For many employees, remote work has come to symbolize more than convenience. It represents trust, flexibility, well-being, and the opportunity to integrate work and life in healthier ways.

When leadership pulls back that flexibility without clear explanation, the message received is often:

“We don’t trust you.” “Your personal needs are less important than our preferences.” “Culture matters—but only when you’re physically in the building.”

That perception undermines engagement, even if employees continue to show up.

How to Lead the Return Without Losing the Trust

Whether your company is moving toward more on-site work or adopting a hybrid approach, your leadership voice and behavior matter. Here's how to navigate the return with clarity and care:

1. Share the Why, Not Just the When

Explain what’s driving the decision. What business needs does this solve? What goals does it support? Employees are more likely to support a change when they understand the rationale behind it.

2. Engage Before You Enforce

Gather feedback through surveys, listening sessions, or informal team conversations. Even if the decision is firm, giving people space to share their concerns signals respect.

3. Model What You Expect

If leaders expect teams to be on-site, they need to demonstrate that same commitment. Leading from home while mandating presence sends a message that erodes credibility.

4. Focus on the Experience, Not Just the Attendance

If you're asking people to return, make it worth their time. Prioritize connection, collaboration, and clarity. Surface-level perks won’t repair disengagement, but genuine engagement will.

5. Make Room for Exceptions with Empathy

Every employee has unique circumstances. Blanket rules often overlook the people they affect most. Offer flexibility where you can—and communicate the “why” when you can’t.

A Leadership Self-Audit: Before You Ask People to Come Back

Reflect on the following:

• Have we clearly communicated the reasons for this change and why now?

• Have we acknowledged what our employees are giving up—not just what the organization might gain?

• Are we supporting hybrid or in-person success with the right resources, expectations, and flexibility?

• Have I provided space for questions, pushback, and real dialogue?

If you’re uncertain about any of these, there’s still time to approach the return in a way that builds trust instead of diminishing it.

Final Thoughts: This Isn’t About Location—It’s About Leadership

The return-to-office conversation is ultimately a leadership challenge, not just a logistical one.

When employees feel heard, respected, and informed, they’re more likely to buy in—even to difficult changes. When they feel forced, overlooked, or dismissed, trust begins to erode.

As leaders, we have the opportunity to reimagine what “returning” looks like—not to what was, but to something better.

Let’s move forward with intention. Let’s center our people, not just our policies.

And above all, let’s lead in a way that honors the trust we’ve worked so hard to build.