Making the Most of Office Time Without Losing Flexibility

As we all settle back into more normal routines after the summer, many teams will be spending more time in the office together after summer schedules that likely included time away for vacations and possibly more remote work.

Ah, the office—a place where the water cooler chats are surprisingly stimulating. Remember those? As much as remote work has allowed us to master the art of the Zoom call in pajama pants, there’s something irreplaceable about good old-fashioned face-to-face time with your coworkers. Now, before you roll your eyes and think this is another call to abandon your cozy home office, let’s be clear: this isn’t about making everyone march back to their cubicles. This is about helping leaders understand what they need to consider if they want to encourage more in-office time.

The Unseen Benefits of Office Face Time

Let’s first consider what face time in the office really offers—beyond the obvious collaboration and networking. For decision-makers, it’s important to understand that in-person interactions have a unique ability to enhance cognitive functions. Research suggests that face-to-face communication triggers brain activity that fosters creativity and problem-solving skills by providing richer environmental cues and emotional context that virtual meetings often miss (Pentland, 2012). Simply put, the office environment can be a cognitive booster, making your team sharper and more innovative. Who knew that fluorescent lights and recycled air could have such an effect?

Moreover, in-person communication reduces the likelihood of misunderstandings that often plague digital communication. When leaders can engage directly with their teams, there’s less room for misinterpretation, making interactions more efficient and decisions clearer. As Mehrabian (1971) highlighted, nonverbal cues—such as tone, facial expressions, and body language—convey a significant portion of communication. This nuance is often lost in the virtual realm, leading to those infamous “What did they really mean by that email?” moments. 

The Hybrid Hype: Finding the Sweet Spot

But let’s be honest—demanding a full-time return to the office can be a hard sell. Employees have grown accustomed to the flexibility of remote work, and for good reason. Here’s where leadership needs to find the sweet spot: hybrid work models. These models offer a blend that satisfies the need for in-person interaction while respecting the autonomy and focus that remote work provides.

Employers across industries are increasingly recognizing that while virtual meetings serve their purpose, they fail to capture the spontaneity and organic brainstorming that happens in person. Leaders should consider hybrid work not as a compromise but as a strategic advantage—one that fosters innovation without sacrificing flexibility. This approach is particularly relevant as more organizations call for a return to the office, not out of tradition, but to reclaim the collaborative energy that remote work can’t fully replicate.

The Unexpected Perks

Interestingly, spending time in the office can also boost mental well-being. While remote work offers convenience, it can sometimes lead to feelings of isolation. Being in the office, even occasionally, can combat this by fostering a sense of community—a key element in maintaining morale and engagement within teams. According to a study by Golden (2006), employees with a mix of remote and in-office work reported higher levels of job satisfaction and lower levels of loneliness. So, as much as we all love our pets, sometimes a little human interaction is necessary to keep the spirits up.

And from a leadership perspective, there’s the undeniable benefit of visibility. In-person presence can lead to more opportunities for mentorship, leadership development, and, yes, those serendipitous moments when a casual conversation with a senior leader opens new doors. Being physically present in the office can enhance career growth opportunities that might otherwise be missed in a fully remote setup.

Hidden Perks of Office Time

There are also less obvious benefits that leaders should consider when encouraging face time in the office. For one, office environments can foster a sense of equality among employees. When everyone is physically present, it’s easier to ensure that all voices are heard. In a hybrid or remote setup, there’s a risk that those in the office may inadvertently dominate conversations or decisions simply because they are more visible to leaders. By having more structured office days, you can ensure a level playing field where all team members, regardless of their usual work location, have equal access to leaders and critical discussions.

Additionally, there’s something to be said about the structure an office environment provides. While remote work offers flexibility, it can sometimes blur the lines between personal and professional life, leading to burnout since people actually tend to work more when remote. Regular office time can help re-establish boundaries, offering a clearer division between work and home life. This, in turn, can increase overall productivity and well-being.

Leaders might also consider the impact of physical presence on team cohesion. Being together in the office allows for more organic team-building opportunities—those small, everyday interactions that build trust and camaraderie. These moments are challenging to replicate in a virtual environment, where interactions are often more formal and scheduled.

A Word of Caution

Before you start planning the great office return, remember that not everyone thrives in a traditional office setting. Some people love and excel in remote environments, and no matter how many benefits there may be to in-person work, it won’t be for everyone. Leaders must be prepared for some employees to make decisions that best suit their work style and personal lives. Flexibility remains key, and understanding individual preferences can help you retain talent and maintain high morale.

As we navigate this new era of work, it’s essential for leaders to strike a balance that makes sense for their teams and organizational culture. This isn’t a blanket call to return to the office five days a week. Instead, it’s a nudge to consider the value of face time and how it can be strategically integrated into a hybrid model that benefits both the organization and its people. The office remains a vital space for innovation, collaboration, and career development—just one that’s now part of a broader, more flexible work ecosystem.

References

Golden, T. D. (2006). Avoiding depletion in virtual work: Telework and the intervening impact of work exhaustion on commitment and turnover intentions. Journal of Vocational Behavior, 69(1), 176-187. https://doi.org/10.1016/j.jvb.2006.02.003

Mehrabian, A. (1971). Silent messages. Wadsworth Publishing Company.

Pentland, A. (2012). The new science of building great teams. Harvard Business Review, 90(4), 60-69. https://hbr.org/2012/04/the-new-science-of-building-great-teams