The debate over return-to-office (RTO) policies versus remote-first models is heating up, with major companies staking their claims on both sides. Financial giants like JPMorgan are mandating a full five-day return to the office, while others, such as Spotify, remain steadfast in their commitment to “work from anywhere” policies. For many leaders, however, the issue is far from black and white.
As someone who has spent over 30 years in traditional office settings, I found myself deeply conflicted when I took the helm as CEO of GrowthLoop, a company that was already remote-first. My career has been shaped by the serendipitous interactions and vibrant cultures that physical offices foster, but stepping into a leadership role in a fully remote environment revealed undeniable benefits I hadn’t previously experienced.
From traditional offices to remote work
My experience with remote work was minimal until the pandemic hit. When I reflect on my days at Google, the office was non-negotiable. Google intentionally created a university-like environment with campuses designed to spark collaboration and creativity.
As the leader of Google Canada, I opened three new offices, each meticulously crafted to cultivate a unique sense of community. The office wasn’t just a workplace: It was a hub for spontaneous brainstorming sessions, quick conflict resolution, and informal interactions that fostered trust and camaraderie. In those days, working remotely felt antithetical to the culture we were building.
Concerns about remote work
Then came COVID-19. The pandemic led to lockdowns that forced companies to adapt, and remote work quickly became the norm. Even as the world adjusted, I didn’t think remote work would last. I believed that once restrictions were lifted the office would reclaim its place as the central hub for productivity and connection.
The challenges of remote work became evident, particularly when maintaining team morale without the physical cues of daily face-to-face interaction. I found myself missing the weekly in-person town halls, which were more than just updates—they were a chance to celebrate wins, learn from losses, and reinforce our sense of belonging.
The challenges of leading a remote team
Even though I missed some aspects of office life, I now lead a remote-first team, which has presented unique challenges. Without the in-person dynamics, it’s harder to gauge team morale and maintain camaraderie. I’ve had to repeat key messages more often since I no longer have physical reminders—like numerous signs etched on the office doors, walls, and windows—to reinforce our mission and values.
And yes, there are moments when I find myself nostalgic for the old office environment. But the challenges have forced me to rethink how we connect as a team.
The benefits of remote work
Despite the challenges, remote work has surprised me in ways I didn’t anticipate. The most significant benefit? Access to a global talent pool. We’ve hired incredible people who we never would have reached if we were tethered to a single location.
Remote work has also cultivated a results-oriented culture. It’s no longer about hours logged in the office but about outcomes achieved. Tools like Slack, Notion, and Google Docs have facilitated seamless asynchronous communication, while traditions like our quarterly hackathons and weekly “World’s Fair” (an “all hands” gathering to showcase new ideas, foster open dialogue, celebrate wins, and spark collaboration across teams) keep the team engaged and connected. These innovations have proven that remote work isn’t just a compromise—it’s a catalyst for new ways of thinking and working.
How I’m leading a remote-first team
Leading a remote-first company requires intentionality. I’ve had to adjust our approach to team culture. We now carve out time for personal and professional check-ins, celebrate milestones with memes (yes, memes!), and encourage moments of levity through team traditions like playing GeoGuessr.
My leadership style has evolved, too. I’ve learned that remote work requires more proactive communication and stronger team-building practices. But it’s also shown me that we can build a culture that transcends geographic limitations.
The future of remote work
So, where do I stand on the RTO versus remote-first debate? I believe there’s no one-size-fits-all solution. The decision ultimately depends on a company’s unique goals, culture, and strategy. For us at GrowthLoop, I see a future where remote work remains a core part of our DNA, complemented by regional hubs for in-person collaboration when necessary.
While many companies will likely return to the office for much of the week, I believe the key is finding the right balance between flexibility and structure. It’s about creating a model that works for your organization and embracing the gray areas with courage and curiosity.
Tips for leaders navigating remote work
For leaders navigating this uncharted territory, here are a few of my tips:
- Be clear. Set clear expectations for which days are mandatory for in-office work and where flexibility is encouraged.
- Embrace technology. Leverage tools to balance synchronous and asynchronous communication.
- Equip your team. Ensure your team has the skills to thrive in any environment. Skills like self-motivation, time management, and over-communication are valuable whether you’re at a desk in an office or on a laptop in your living room.
- Lead by example. Embrace the flexibility remote work offers and set an example for your team by balancing professional and personal priorities.
This journey has fundamentally reshaped me as a leader. The flexibility of remote work has benefited my team and allowed me to integrate my professional and personal life in a way that makes me more energized and productive. Looking ahead, I suspect many companies will find themselves back in the office more frequently, but for us at GrowthLoop, remote-first will continue to be a core principle.
Ultimately, the future of work is still unfolding. It’s up to leaders to shape it with clarity, intention, and an open mind.
The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.
Read more:
- We lose many great candidates because of our in-office policy—but we are still better for it
- Zillow exec says ‘remote work isn’t a perk, it’s a business strategy’
- RTO mandates aren’t for everyone. Here’s what we did instead—and it’s working: Synchrony CEO
- Stop romanticizing in-office watercooler talk. As a fully distributed company of 12,000 people, here’s what really works
