The world didn’t just change in 2020. It accelerated.
When COVID-19 forced offices to shut their doors, we entered what felt like a massive global experiment: Could work still work… without the workplace?
For many, the answer was yes. Deadlines were still met. Teams adapted. Zoom meetings became the norm. Laptops replaced desks. And suddenly, phrases like “remote-first” and “digital nomad” weren’t just for tech companies; they became standard vocabulary for every kind of business, from consulting to customer service.
But now, five years later, the pendulum is swinging again. More and more organisations are calling employees back to the office. Not just for collaboration, but for accountability. Why? Because remote work, while revolutionary, revealed something deeper than convenience: A trust gap.
Trust: The Real Remote Work Metric
When we removed the physical office, we were left with something raw: our assumptions. Do we trust that people will show up when no one’s watching? Do we believe they care about their work when the boss isn’t down the hall?
In some cases, that trust was confirmed and even strengthened. High-performers flourished. Teams proved resilient. Leaders saw potential they hadn’t previously recognised.
But in other cases, cracks appeared. Deadlines slipped. Productivity dipped. Communication broke down. “Remote” started to feel more like “removed.” It’s not that remote work doesn’t work. It’s that trust must be intentional, not assumed. And many leaders realised they hadn’t built that trust before the walls came down.
The Rise (and Strain) of Remote Work
In the early days of the pandemic, remote work felt like freedom. No commute. Flexibility. Autonomy. Sweatpants. But over time, challenges emerged:
- Some employees abused the flexibility, treating remote work as reduced work.
- Others struggled with boundaries, never switching off, leading to burnout.
- Managers lacked visibility, making it harder to support or hold teams accountable.
- Company culture eroded, replaced by isolation and transactional conversations.
For many leaders, the shift back to the office isn’t about control. It’s about re-establishing connection, rhythm, and shared ownership. But forcing people back into chairs won’t solve the deeper issue because this was never just about location. It was about leadership, culture, and trust.
Lessons Remote Work Taught Us (If We Were Paying Attention)
Rather than simply label remote work as good or bad, we should be asking: What did we learn from it? What needs to evolve, not just in our policies, but in how we lead? Here are the biggest takeaways:
- Trust Is Built, Not Assumed
If people aren’t performing at home, they likely weren’t fully engaged at the office either. The walls just made it easier to hide. Trust must be earned on both sides, through communication, consistency, and accountability.
- Flexibility Doesn’t Mean Absence
A results-driven culture allows room for flexibility, but it still expects delivery. If performance drops when freedom increases, the problem isn’t freedom. It’s unclear expectations or weak leadership.
- Visibility Is Not Value
Being seen at your desk doesn’t mean you’re contributing. Remote work exposed how much time we spend looking busy versus being productive. The focus should be on outcomes, not optics.
- Culture Needs to Be Deliberate
When we’re not physically together, culture doesn’t just “happen.” It has to be created through rituals, check-ins, appreciation, and clear values. If the culture doesn’t travel well, it was never that strong to begin with.
- One Size Doesn’t Fit All
Some people thrive in a quiet home environment. Others need the energy of the office. The future of work won’t be one extreme or the other; it will be hybrid by design. And that design must be thoughtful, not reactionary.
A Call for Smarter Leadership
What’s clear is this: the debate is not remote vs. office. The real conversation is about how we lead people when proximity is no longer a performance indicator. Great leadership was never about watching people. It was about equipping them, trusting them, and holding them accountable to shared standards. Whether your team is five steps away or five cities apart, the question remains:
- Do they understand what’s expected of them?
- Do they feel supported?
- Are they empowered to take ownership?
- And do they still feel like they’re part of something bigger?
If the answer is no, then geography is not the problem. Leadership is.
A Better Way Forward
As some employers enforce strict return-to-office mandates, others continue to champion flexibility. But the best path forward isn’t dictated by trend. It’s dictated by intentional, people-centred leadership.
Here’s what that might look like:
- Redefine “presence.” Shift from time-in-seat to value-added. Let trust and output drive decision-making.
- Communicate openly. If there’s a shift in expectations, explain the “why.” Employees don’t resist structure; they resist a lack of clarity.
- Create rhythm. Whether in-office, hybrid or remote, rhythm brings stability: regular check-ins, collaborative goals, and human connection.
- Lead with empathy. Understand that people are still recalibrating mentally, emotionally, and professionally. Trust doesn’t mean a lack of structure. It means leading with intention.
Final Thought
The office walls came down. And in doing so, they revealed what was always true:
- Leadership is about trust.
- Culture is about connection.
- And productivity is about purpose, not place.
Whether your team is on-site, remote, or somewhere in between, the challenge remains the same: build a culture strong enough to hold people accountable, and human enough to make them want to stay. Because when trust is high, freedom works.
But when trust is low, even the office can’t fix it.
Article by Carl Ranger
Head of Training at Consolidated Employers Organisation (CEO SA)