Andy Jassy, the CEO of Amazon, is urging workers to return to the office, stating that it may not work out for those who refuse. This sentiment is shared by other top executives who are looking to bring employees back to in-person work after the COVID pandemic forced many to work from home. As a small business owner, I understand the importance of having a shared workplace. It doesn’t take a PhD in organizational management to realize that coming together physically yields positive results. Arguing for the superiority of in-office teams compared to remote employees is like advocating for spouses to live in the same city and preferably under the same roof. It’s a truth that is self-evident.
Only those with specific reasons to avoid coming to the office, such as a long and exhausting commute, a young child at home, or a hostile work environment, can ignore the overwhelmingly obvious fact that face-to-face interactions enhance professional relationships. According to Post columnist R.R. Reno, productivity is higher in offices where people work in person. Additionally, important conversations often arise spontaneously, and successfully managing and motivating subordinates requires gauging their emotional state, which cannot be done remotely. Distance also weakens employee loyalty. The benefits of in-person work are numerous.
Young people, in particular, seem to be caught up in the allure of remote work. However, they fail to see that those who work from home are less likely to reach top positions within a company. As someone who has advised many young professionals, I encourage them to return to the office as soon as possible. An ambitious young person working at JPMorgan Chase’s headquarters in person has a much greater chance of catching the attention of upper management. The current fascination with the “virtual office” presents a unique opportunity for those with ambition.
Some argue that they desire “work-life balance.” While it is a commendable goal, I point out that going to the office offers the advantage of leaving work behind at the end of the day. Working from home blurs the line between work and personal life. Ultimately, the connections we make with others are a crucial aspect of a fulfilling life. Those who work from home have a limited range of daily interactions, while those in the office can enjoy a wider array, especially in vibrant cities like New York City.
However, convincing people to return to the office won’t be easy. During the pandemic, nearly all corporate leaders promoted and praised remote work. Entire conferences were dedicated to glorifying working from home. While some still cling to this idea, it was primarily a means to justify the necessary lockdowns. Defeating the virus and embracing a new corporate America that is flexible and employee-centric was portrayed as a win-win situation. Many professionals bought into this sales pitch, especially those with long commutes. Young professionals even took advantage of remote work by renting Airbnbs in exciting locations like Mexico City. In the midst of all this, corporate America hesitated. Reversing course would mean admitting that forcing everyone into isolation and leaving business districts empty was an overreaction. CEOs pretended to support remote work for a long time, only to now adopt a different stance, stating that the traditional 9-to-5 office format is better for the bottom line. It’s understandable why accountants and coders who moved away from major cities may feel frustrated. It’s akin to Dick Cheney saying, “We always kinda knew the whole invasion of Iraq thing was a big mistake.” These admissions do not inspire trust and loyalty, to say the least.
I wish Jassy and others the best of luck. However, it’s difficult to deceive people and then expect them to willingly do something they don’t want to do. In my own small office, I avoided this problem by requiring everyone to return to work in August 2020. Perhaps if Jassy and his counterparts hadn’t been so quick to align themselves with Dr. Tony Fauci and others, they would have taken a similar approach, saving them the effort of coaxing and threatening employees to come back. Trust and loyalty are not built on such backtracking.
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