Hybrid Work Best Practices

𝗖𝘂𝗿𝗿𝗲𝗻𝘁 𝗮𝗻𝗱 𝗙𝘂𝘁𝘂𝗿𝗲 𝗥𝗲𝘁𝘂𝗿𝗻-𝘁𝗼-𝗢𝗳𝗳𝗶𝗰𝗲 𝗧𝗿𝗲𝗻𝗱𝘀: 𝗪𝗵𝗮𝘁 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗦𝗵𝗼𝘂𝗹𝗱 𝗘𝘅𝗽𝗲𝗰𝘁 In June 2025, 21.6% of US employees worked remotely at least part time, down slightly from 22.3% in June 2024. Hybrid roles now account for 53.1% of workers who spend any time at home, compared to 46.9% in fully remote positions. Only 27% of companies will be back to a fully in-person model by year’s end, while 67% continue to offer hybrid flexibility. 𝗛𝗼𝘄 𝗘𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗛𝗮𝘃𝗲 𝗘𝘃𝗼𝗹𝘃𝗲𝗱 • 64% of US employees now prefer remote or hybrid roles over working from the office every day. • 61% of companies have formal RTO policies requiring employees to work on-site a minimum number of days each week. • The share of workers under office-mandate policies rose to 75% in late 2024, up from 63% in early 2023. • 46% of employees say they’d look for a new job if their employer stopped allowing remote or hybrid work. 𝗙𝘂𝘁𝘂𝗿𝗲 𝗧𝗿𝗲𝗻𝗱𝘀 𝘁𝗼 𝗪𝗮𝘁𝗰𝗵 In 2026 and beyond, organizations will refine return-to-office strategies using real-time utilization data and activity-based planning. Expect policies that: • Tie in-office days to project milestones, collaborative sprints, and mentorship sessions • Leverage AI-driven space optimization and smart scheduling to personalize the workplace • Blend virtual and in-person experiences through VR/AR or hybrid event platforms This evolution will shift RTO from a mandate to a tailored, outcome-driven experience. 𝗜𝗺𝗽𝗮𝗰𝘁 𝗼𝗻 𝗛𝗶𝗿𝗶𝗻𝗴 𝗮𝗻𝗱 𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 Likelihood to look for a new job if remote/hybrid work is revoked 64% Employees who’d seek new work without any remote options 46% Companies reporting higher retention by allowing remote work 76% Companies losing talent due to RTO policies 80% Hybrid/remote workers willing to accept a pay cut to stay remote 48% These figures underscore that overly rigid office mandates risk driving turnover, raising hiring costs, and eroding employer brand. 𝗪𝗵𝗮𝘁 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗦𝗵𝗼𝘂𝗹𝗱 𝗗𝗼 𝗡𝗼𝘄 • Tie office days to clear objectives such as innovation workshops, client pitches, or onboarding ceremonies • Offer choice through dynamic scheduling tools and desk-hoteling platforms • Measure impact with OKRs and KPIs around collaboration hours, engagement scores, and retention rates • Invest in well-being amenities and quiet zones to support diverse needs • Communicate transparently—share usage data, policy rationale, and gather ongoing feedback By aligning RTO policies with both business outcomes and employee preferences, you’ll build a workplace that attracts top talent and sustains retention. What strategies have you found most effective in balancing office presence with flexibility? Share your insights below!

To those of you who suspected that your workplace's heavy-handed return to office mandate was a power play by big egos with nothing to do with productivity, recent research says: yeah. Recent research by Adam Grant, Marissa Solomon Shandell, and Courtney Elliott published in the New York Times found that the more narcissistic the leader, the more they resist remote work. These leaders crave attention, validation, and control — and when they become just a box on a screen, they feel threatened. To regain status, control, and maybe a sense of self-worth, these leaders are fine ordering everyone back to the office even at the cost of productivity, morale, top talent, and revenue. Youch. The piece is linked here, and is a fascinating read. https://lnkd.in/gfXaAu6D. That said, I find the most useful insights buried near the end. We can get our schadenfreude mocking bad bosses all we want, but until we normalize new ways of working, we'll find ourselves stuck in these toxic patterns. No serious boss is still asking, "is remote work bad?" Instead, they're grappling with the far harder question, "how do you do hybrid RIGHT?" I'll repurpose insights from Adam's team, and reams of other organizational research, to provide some prescriptions: 1) Establish in-person "anchor days" with a clear purpose worth bringing everyone to the office for. Collaboration, community-building, and creative problem-solving are supercharged in-person. So when you put in the effort to get people together, ensure you make it worth their time. Use in-person time to have team members meet important stakeholders, talk through thorny problems, participate in mentorship and group learning, and do hands-on prototyping and building. Regularity and intention matter more than strict cadence. Once a month, once a quarter, or even once a year is fine so long as you bring people together with PURPOSE. 2) Structure remote work around bounded team versus individual work time. Without boundaries, teams can seesaw between always-on workers taking meetings at all hours, and chaotic individual efforts decoupled from team goals. Create blocks of time during the day or the week where meetings must happen, and ensure all meetings scheduled have a clear purpose. Set aside all time outside of those blocks for individual work — and give workers the agency to do whatever they want with it, so long as the work gets done well. High agency, high accountability, shared expectations. 3) Support managers to support their teams. Managers have always been the most crucial differentiators that determine whether a worker thrives or quits. In most workplaces, they hardly get any support at all. Executives MUST model this structure and purpose with the managers who report to them, and support them with resources and guidance, if they want those managers' teams to thrive in a hybrid setting. What other practices have you seen that make hybrid work?

🔹 Navigating the Return-to-Office Mandates 🔹 As many of us steer our teams through the complexities of Return-to-Office (RTO) mandates, the challenge of aligning company policies with employee needs has never been more critical. A recent survey by ResumeBuilder.com reveals that 90% of companies will have RTO policies in place by the end of this year. But how do we implement these mandates effectively without diminishing team morale or productivity? According to experts like Art Markman of the University of Texas at Austin, and Carol Kulik from the University of South Australia, the key lies in empathetic leadership and creative flexibility. Here’s what they suggest: 🔹 Co-Design the Return: Engage with your team members to address their concerns and co-create solutions that add value to their office presence. 🔹 Show Compassion: Understand the autonomy the pandemic afforded your team and listen to their concerns about returning to a structured office environment. 🔹 Seek Creative Solutions: Adjust work hours or explore remote work options during periods requiring deep focus to accommodate personal needs without compromising productivity. 🔹 Prioritize Inclusion: Use demographic data to tailor initiatives that foster a more inclusive environment, ensuring all team members feel connected and valued. 🔹 Celebrate Wins: Highlight and celebrate the advantages of in-person collaboration to boost morale and underline the benefits of office interactions. As managers, our role is not just to enforce policies but to champion a workplace where every team member can thrive. How have you navigated these challenges? What strategies have worked for your team? Let’s share insights and learn from each other. #Leadership #Management #ReturnToOffice #WorkplaceCulture #Teamwork #HBR

RTO mandates, especially rigid, top-down ones, can be a wrecking ball to corporate culture. When leaders decree a full return without compelling reasons or flexibility, it often signals a profound lack of trust in employees who demonstrated productivity and commitment during remote work. This undermines autonomy, erodes morale, and inevitably leads to resentment. It's not just about convenience; it's about the employee experience and feeling valued. Companies that ignore this risk face a talent exodus, losing their most adaptable and high-performing individuals who will seek out organizations that respect their autonomy and optimize for impact, not just presence. Now, if a full RTO is truly deemed essential for specific business reasons, then HR leaders must guide the process with empathy and strategy to minimize disruption. 1) Make it about purposeful presence: clearly articulate why coming to the office benefits collaboration, innovation, or culture, rather than just dictating attendance. 2) Implement a phased approach, allowing employees time to adjust their lives, childcare, and commutes. 3) Offer tangible support: consider commuter benefits, childcare stipends, or even office-based amenities that make the commute worthwhile. Most importantly, listen to employee feedback and build a hybrid model that maximizes the benefits of in-person work while retaining the flexibility that employees now expect. It's not about forcing people back; it's about creating an environment where coming to the office feels like a valuable choice, not a punitive command. #RTO #FutureOfWork #EmployeeExperience #HRStrategy #Leadership #WorkplaceCulture

Rebuilding a High-Performing Team in an RTO World: A Client’s Success Story When my executive client was tasked with bringing his 650-person department back to the office after four years of remote work, we knew the challenge wasn’t just logistical—it was strategic - and his concern wasn’t just about getting people back to their desks but ensuring he had the right people in the right roles to drive business success. Through our collaboration, we decided to develop a two-phase approach that allowed him to manage change effectively while restructuring his team for optimal performance. Phase 1: Managing the Change of RTO (Months 1-3) Rather than rushing into assessments and restructuring, we agreed that it was best to focus on re-acclimation first. 🔹 Gradual Reintegration: He implemented a structured return—starting with three days in-office before scaling up—giving employees time to adjust. 🔹 Listening Sessions: My client led discussions with teams to understand concerns, workflows, and career aspirations post-remote. 🔹 Cultural Reset: He modeled the company values, reinforced the why behind RTO, and reinforced the culture in every meeting. Phase 2: Assessing & Restructuring the Team (Months 3-6) Once stability was established, the next step was restructuring the team for the future. 🔹 Skills & Contribution Audit: Partnering with HR and others, my client assessed whether each role still aligned with business needs. He found that some functions were now redundant, while others required a new skill set after four years. 🔹 Team Effectiveness Review: He restructured teams to improve efficiency and positioned high performers in roles that leveraged their strengths. 🔹 Strategic Reassignment & Exits: Some employees transitioned into new, more fitting roles. Others, who struggled to adapt or no longer aligned with the business, were respectfully transitioned out. Still others were supported in their current roles with new training to equip them to succeed in the future. Messaging the Changes: Transparency & Stability 🔹 Communicating the Vision: Early on, we knew framing the restructuring as an opportunity was important. 🔹 One-on-One Conversations: My client ensured employees moving into new roles—or out of the company—had clear, respectful conversations about their next steps. 🔹 Rebuilding Trust: By reinforcing that changes were intentional and strategic, employees recognized the thoughtfulness that had been invested in the changes. The Outcome? He's rounding out his six month and says his department is performing at a higher level than pre-pandemic. It's not been easy and there have been a few surprises, but he knows his team is set up for long-term success. What my client learned was that returning to the office wasn't the real challenge - rebuilding the right team was. If you’re navigating RTO and need to reassess your team for long-term success, let’s connect.👇

"Remote workers get more freedom. Office workers get the raise." Both statements represent oversimplified corporate narratives that miss the real dynamics of modern workplace advancement. The reality is more nuanced. Remote work promised flexibility but often created boundary erosion where work bleeds into all hours of life. Meanwhile, office presence alone doesn't guarantee advancement - visibility without demonstrated value is just presenteeism. Success strategies for remote professionals: • Establish rigid work-life boundaries with dedicated workspace and clear hours • Proactively over-communicate progress, wins, and project updates to maintain visibility • Schedule regular video calls with key stakeholders and decision makers • Document all accomplishments with quantifiable metrics and business impact • Maintain active presence in virtual meetings and company-wide communications Success strategies for office-based professionals: • Show up strategically for high-impact meetings and critical decision-making moments • Invest time in relationship building during informal interactions like coffee breaks and lunch • Volunteer for high-visibility projects that showcase your capabilities to leadership • Position yourself physically near decision makers and important conversations • Ensure your contributions are known through strategic, well-timed conversations about your work The key insight: career advancement in either environment requires intentional relationship building and strategic self-advocacy. Location is less important than how effectively you demonstrate value and maintain professional relationships. Stop assuming your work environment determines your promotion potential. Focus on the universal principles that drive career success regardless of where you physically work. Sign up to my newsletter for more corporate insights and truths here: https://vist.ly/473bi #remotework #hybridwork #careeradvice #workfromhome #careerstrategy #executiverecruiter #eliterecruiter #jobmarket2025 #profoliosai #professionaldevelopment

You can’t shove the genie back in the bottle, but you can invite her to hang out. At a recent CEO roundtable, the topic of return-to-office (RTO) popped up, as it always does. One CEO said what many were thinking: “I don’t want to force the genie back in the bottle. But I do want her back when it counts, like when we’re solving big problems, building bold things, or just need the creative jolt that only comes from being in the same room.” Heads nodded. Zoom fatigue is real. So is the slow leak of culture, connection, and energy some teams are feeling. But mandates won’t fix it. Design will. Step 1: Design for moments, not mandates The smartest RTO strategies today are about intentional moments, not showing up just because. Start by: -Mapping collaboration needs, not just job functions -Customize flexibility based on the nature of work, not hierarchy. -Conduct a role-mapping exercise (with department heads) to group functions into 3 categories (examples): Anchor Teams (need in-person time for innovation/collaboration) → e.g., Product, GTM, Marketing Hybrid Core (flexible but benefit from periodic onsite work) → e.g., HR, Finance, CX Remote-First (individual contributor roles with minimal in-person need) → e.g., Engineering, Legal Define expectations: e.g., Anchor Teams = 1–2 days/wk in office; Hybrid Core = 2x/month strategic on sites; Remote-First = optional access -Create “onsite moments that matter” like innovation sprints, customer jams, or hard-problem weeks If people know why it matters, they’ll come. Guilt isn’t a strategy. Step 2: Reimagine the office (because right now, it’s sad) One CEO admitted: “We have a beautiful office, but it’s just empty desks and stale granola bars.” Bring back the vibe: -Design for connection, not silence -Invest in hybrid-friendly tech + rituals -Add some joy: music, good snacks, unplanned laughs. The goal isn’t nostalgia. It’s forward energy. Step 3: Start with the Leadership Team (seriously) If the exec team isn’t modeling in-person energy, forget it. At the roundtable, execs were all on different schedules. No wonder nothing’s clicking. Fix that: -Get aligned at the top, commit to moments together -Make off sites count, real strategy > trust falls -Build equity in visibility. Location ≠ impact. Culture follows leaders. So does momentum. Step 4: Prove It CFOs asked: “What’s the ROI?” Fair. Build a scorecard: -In-office collaboration quality -Utilization tied to outcomes -Top talent retention -Hybrid leadership fluency -Real estate ROI vs engagement Track what matters. Kill what doesn’t. Don’t mandate the magic. Make room for It. One CEO asked: “How do we bring back energy without killing flexibility?” My take: Stop trying to shove the genie back in the bottle. Instead, invite her to drop by, on purpose, when it counts. HR can lead the way. RTO isn’t about control. It’s about designing moments that create meaning. Let’s stop demanding presence. Let’s create gravity.

Return to Office is not a strategy. It's a culture test. And most companies just failed it in front of their entire workforce. The divide is now obvious. Leaders who trust adults are doubling output from remote teams. Leaders who need bodies in the building to feel in control are burning cash, burning talent, and hiding behind nostalgic language about "culture." The most extreme example surfaced recently. JPMorgan Chase walked away from hybrid and demanded five days in office. The justification was predictable. Collaboration. Innovation. Culture. The same slogans that sounded outdated in 2019 and now sound delusional in 2025. 𝗪𝗵𝗮𝘁 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝘄𝗼𝗿𝗹𝗱 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲: I've watched employees commute 90 minutes only to join Zoom calls with colleagues in Miami, Austin, and Tokyo. They battle traffic to sit in a building where no one they work with is physically present. If collaboration were the goal, leadership would care about outcomes, not chair count. Office mandates have become a tax on workers designed to satisfy executives who cannot lead without proximity. The modern equivalent of walking the factory floor to feel important. 𝗧𝗵𝗲 𝗳𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹𝘀 𝗮𝗿𝗲 𝗲𝘃𝗲𝗻 𝘄𝗼𝗿𝘀𝗲. Across P&Ls last quarter: Office spend up 40%. Productivity down 15%. Your best people? Already interviewing with remote-first competitors who pay more and expect more. Your competitor just hired your VP of Product. She lives in Austin. She's producing more from her home office than she ever did in a cubicle surrounded by distractions. She will not return so a senior VP can measure leadership by hallway visibility. 𝗧𝗵𝗲 𝗽𝗮𝗿𝘁 𝘁𝗵𝗮𝘁 𝗺𝗮𝗸𝗲𝘀 𝗰𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲: Remote work is not an employee perk. It's an operational advantage. It widens your talent pool. It reduces your cost structure. It forces managers to lead based on outcomes rather than optics. Old school leaders pretending this is temporary are about to learn the hard way. Employees are not returning. Talent is not negotiating. And companies demanding badge swipes over results will lose the very people who create Enterprise Value. The brutal truth: If you need to see your employees to know they're working, you're not a leader. You're a babysitter with a corner office. How many top performers have to leave before leadership notices the pattern?

𝗧𝗵𝗲 𝗼𝗳𝗳𝗶𝗰𝗲 𝗶𝘀 𝗯𝗮𝗰𝗸—𝗯𝘂𝘁 𝗻𝗼𝘁 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲’𝘀 𝘀𝗵𝗼𝘄𝗶𝗻𝗴 𝘂𝗽. The pandemic flipped work culture on its head, and let’s just say… not everyone’s thrilled about turning their kitchen desks back into office cubicles. 𝗧𝗵𝗶𝘀 𝗶𝘀 𝘄𝗵𝗮𝘁 𝘀𝗼𝗺𝗲 𝗮𝗿𝗲 𝗰𝗮𝗹𝗹𝗶𝗻𝗴 “𝗧𝗵𝗲 𝗚𝗿𝗲𝗮𝘁 𝗥𝗲𝘀𝗶𝘀𝘁𝗮𝗻𝗰𝗲.” 👇 Here's what's happening 👇 1️⃣ 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 𝗗𝗼𝗻’𝘁 𝗪𝗮𝗻𝘁 𝘁𝗼 𝗥𝗲𝘁𝘂𝗿𝗻 𝗙𝘂𝗹𝗹-𝗧𝗶𝗺𝗲 According to a recent survey, nearly 20% of employees who can work remotely aren’t coming into the office as often as requested. Companies pushing for a full five-day return? Only 48% of employees are complying. Why? Because people got used to the flexibility—and they’re not giving it up without a fight. 2️⃣ “𝗜𝗺𝗽𝘂𝗹𝘀𝗲 𝗤𝘂𝗶𝘁𝘀” 𝗔𝗿𝗲 𝗼𝗻 𝘁𝗵𝗲 𝗥𝗶𝘀𝗲 Working from home doesn’t just mean skipping the commute—it also means it’s way easier to interview for another job. In fact, 46.4% of respondents said job-hunting and interviewing are significantly easier when you’re remote. Translation? If your policies feel rigid, your employees are one Zoom interview away from bouncing. 3️⃣ 𝗠𝗮𝗻𝘆 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗿𝘀 𝗔𝗿𝗲 𝗔𝘃𝗼𝗶𝗱𝗶𝗻𝗴 𝘁𝗵𝗲 𝗜𝘀𝘀𝘂𝗲 42.6% of employers did nothing when workers didn’t come in as often as requested. That’s not a strategy—it’s wishful thinking. 𝗧𝗵𝗲 𝗙𝗶𝘅: 𝗔 𝗦𝗺𝗮𝗿𝘁𝗲𝗿 𝗥𝗲𝘁𝘂𝗿𝗻-𝘁𝗼-𝗢𝗳𝗳𝗶𝗰𝗲 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 Bringing people back isn’t about forcing it—it’s about finding a balance. Here’s how companies can do it right: → 𝗗𝗲𝗳𝗶𝗻𝗲 𝘁𝗵𝗲 𝗜𝗻-𝗢𝗳𝗳𝗶𝗰𝗲 𝗣𝘂𝗿𝗽𝗼𝘀𝗲 Not every day needs to be an office day. Define which tasks require in-person collaboration (e.g., brainstorming, client meetings) and which can be done remotely. → 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵 𝗔𝗻𝗰𝗵𝗼𝗿 𝗗𝗮𝘆𝘀 Instead of a rigid five-day schedule, set specific “anchor days” when everyone comes in. This allows for social interaction, team building, and collaboration without making employees feel micromanaged. → 𝗠𝗮𝗸𝗲 𝘁𝗵𝗲 𝗢𝗳𝗳𝗶𝗰𝗲 𝗪𝗼𝗿𝘁𝗵 𝗜𝘁 If the office feels like a relic of 2019, people won’t want to return. Create a space that employees want to show up to—think better coffee, fewer pointless meetings, and more intentional time spent together. 𝗪𝗵𝘆 𝗧𝗵𝗶𝘀 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 The return-to-office debate isn’t just about where people work—it’s about how businesses adapt to the new reality. Employees have seen what’s possible with remote work, and they’re not settling for the old ways. The companies that succeed won’t be the ones forcing five-day returns—they’ll be the ones embracing flexibility while fostering connection.

Remote or back to the office? This question isn't likely to go away in 2026. So what does the research say?   𝗥𝗲𝗺𝗼𝘁𝗲 𝘄𝗼𝗿𝗸 𝗵𝗮𝘀 𝗮𝗯𝘀𝗼𝗹𝘂𝘁𝗲𝗹𝘆 𝗰𝗵𝗮𝗻𝗴𝗲𝗱 𝘁𝗵𝗲 𝗴𝗮𝗺𝗲.   It’s expanded access to global talent.   It provides flexibility to people balancing careers, families, and other commitments.   It’s allowed companies to hire incredible people who never would have relocated.   It can also lead to higher job engagement and lengthened tenure.   Those benefits are real, and they matter.   As an example, recent research by the Census Bureau and the Washington Post has found that return to office mandates have contributed to a widening of the gender pay gap.   𝗕𝗨𝗧...𝘁𝗵𝗲𝗿𝗲’𝘀 𝗮𝗻𝗼𝘁𝗵𝗲𝗿 𝘀𝗶𝗱𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝘄𝗲 𝗰𝗮𝗻’𝘁 𝗶𝗴𝗻𝗼𝗿𝗲.   Recent neuroscience research, including from the NeuroLeadership Institute and Wharton's Neurscience Initiative, shows that there are important benefits to being in person:   When humans collaborate in real time, our brain waves literally sync up.   → Ideas are encoded more deeply. → Shared understanding is richer. → Idea creation and creativity increases. → Tasks are completed more quickly. → Pattern recognition and idea integration are enhanced. → Performance outcomes are improved.   When we are only communicating over Zoom, we save time and increase flexibility, but researchers warn we may lose things more challenging to measure.   → Less connection. → Missed non-verbal queues. → "Flatter," more surface-level conversions. → Less collaboration, particularly amongst extended teams / different departments.   𝗧𝗵𝗮𝘁 𝗱𝗼𝗲𝘀𝗻'𝘁 𝗺𝗲𝗮𝗻 𝘁𝗵𝗮𝘁 𝗿𝗲𝗺𝗼𝘁𝗲 𝘄𝗼𝗿𝗸 𝗶𝘀𝗻'𝘁 𝘃𝗶𝗮𝗯𝗹𝗲. 𝗤𝘂𝗶𝘁𝗲 𝘁𝗵𝗲 𝗼𝗽𝗽𝗼𝘀𝗶𝘁𝗲.   Research shows that many of the benefits of being in person can be achieved through short encounters like offsites, though they need to reoccur as connectivity can atrophy over time.   I've found a few principles helpful: • Use savings from reduced office space to fund offsites where you can fly in team members. • While definitely making progress on work priorities, leverage in-person time to build / rebuild trust and shared context.  • Be intentional about which meetings truly require human presence. • When remote, look for small ways to build connection (e.g. breaking into small groups within All Hands). • Minimize calls (particularly recurring ones) with too many people that limit active participation. • Look for ways to leverage AI to reduce meetings that are strained by remote setups and are less productive.   𝗧𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝘄𝗼𝗿𝗸 𝗹𝗶𝗸𝗲𝗹𝘆 𝗶𝘀𝗻’𝘁 𝘀𝗼𝗹𝗲𝗹𝘆 𝗿𝗲𝗺𝗼𝘁𝗲 𝗼𝗿 𝗶𝗻 𝗼𝗳𝗳𝗶𝗰𝗲.   It’s thoughtful. It’s human-centered. It’s designed to emphasize the very qualities that make great teams great.   Curious where you land.   Are you more: ↳ REMOTE ↳ OFFICE ↳ SOMEWHERE IN BETWEEN   Let’s talk about it.