The Remote Work Myth : Debunking the Team Cohesion Excuse

Early in my career as a change management consultant, I frequently engaged in intriguing conversations with my clients about remote work, an emerging trend at the time. Many companies were quite hesitant about embracing it. Chief Technology Officers (CTOs) were just beginning to consider it, and most lacked conviction that it could truly succeed. The prevalent belief was that physical presence at work was essential for effectiveness. This belief became my challenge. When advising CTOs on implementing collaborative tools, I aimed to broaden their perspective, helping them understand that introducing these tools wasn't merely a technical migration but a complete transformation of the workplace culture, teamwork, remote management, and knowledge management within the company.

Then COVID-19 struck, leaving CTOs with no choice but to roll out solutions for remote work to ensure business continuity. It took a global pandemic to force this shift, for which I ironically found myself grateful to the virus for making my job easier.

Today, with the crisis behind us, my discussions with managers and clients have evolved. They acknowledge that employees have found comfort in remote work, and the workplace has indeed changed. However, now I often hear about the need to "return to the office to regain operational efficiency." I believe this is a misconception, looking in the wrong direction.

I. Remote Work Does Not Hinder Productivity

Research by McKinsey shows that productivity within companies has increased since the onset of COVID-19. Employee well-being and the balance between personal and professional life have also improved. Remote work allowed employees to slow down, reflect on their desires and needs, and maintain a balance between their careers and personal lives.

These findings are not surprising to me. I firmly believe that when a person is mentally and physically well, their productivity naturally increases. This concept ties back to what I've shared about happiness at work. We spend 80% of our time at work, and our well-being is directly linked to our productivity.

II. The Real Challenge Is Corporate Management Culture

When I hear managers say that employees need to return to the office because remote work hinders productivity, engagement, or team cohesion, I question them to understand the symptoms leading to their conclusions. In 80% of cases, upon listening, I realize that the issue isn't remote work but the management culture and the perceived notions of efficiency and team cohesion. Just because employees spend four days a week in the same open space, lunching together with forced smiles, doesn't mean team cohesion or collective intelligence will automatically improve.

Physical presence is not a panacea for team cohesion. I've known teams that share an office space yet work in isolation, each with headphones on, and exhibit poor team cohesion metrics. Conversely, I've seen teams where the manager and most employees work remotely, meeting in the office only when it makes sense, and demonstrate strong team cohesion and engagement.

Conclusion

I am not diminishing the importance of physical presence or its contribution to team cohesion. What I'm emphasizing is that remote work should not be scapegoated for a lack of team cohesion, employee engagement, or poor management metrics. Often, the reasons for these issues are much deeper than they appear.