Remote work isn't the problem. Mediocre leadership is

"Ten years ago, I did what many only dreamed of at the time: I left my three-hour Bay Area commute behind, moved to Portland, Oregon, and started working remotely. I didn't make the change because I hated my job. I made it because I wanted my life back. I was fortunate because my company at the time, Upwork, allowed me to retain my role and work from wherever I'd be happiest. This was long before the pandemic drove more distributed work."

"Since then, I've seen remote models that thrive, and ones that fail. And when they're being undone I can tell you: Remote work is not the problem. The problem is leaders who don't know how to lead, especially without looking over someone's shoulder. 'Return to office' is the new fear-based management strategy. Let's cut through the corporate euphemisms. When companies walk back remote policies, it's rarely about restoring "culture" or "collaboration." It's about control."

A move away from a long commute to remote work restored time, focus, and energy and produced more meaningful contributions. Remote models can succeed or fail depending on leadership. Failures often result from leaders who conflate presence with productivity and attempt to manage through oversight rather than trust. Return-to-office mandates frequently reflect control motives tied to fear, investor expectations, or pressure to justify empty corporate real estate. Many employees want to be trusted to deliver results rather than constrained by attendance policies. Examples include past corporate mandates and current employer practices that emphasize monitoring and office attendance.

Read at Fast Company