Remote work isn't the issue—lazy managers are

Peter Drucker, often referred to as “the inventor of modern management” once said, “The greatest danger in times of turbulence is not the turbulence—it is to act with yesterday’s logic.” Drucker's wisdom—relevant across industries including advertising—rings specifically true when applied to the ongoing discussion around remote work. Ad Age Best Places to Work 2024 50 companies doing a standout job See the full list here Over the last several years, remote work adoption surged. Before the pandemic, a mere 6% of employees worked remotely. In 2023 by contrast, 12.7% of full-time employees worked from home and 28.2% of employees participated in hybrid work. The increase in these models was mirrored by an increase in preference, with one study finding 68% of Americans would prefer to work fully remote. Despite this inclination, employers have cracked down on remote work recently, with some 90% planning to implement return-to-office policies by the end of this year. Ad agencies have been no exception, with firms such as Publicis last year announcing a three-day-a-week mandatory return to the office. Those employers who’ve already required such returns cite a variety of reasons, including impact on employee productivity, engagement and company culture. However, available data and employee pushback—42% of companies already requiring returns to office witnessed a higher level of employee attrition than they’d anticipated—suggest a different reason: laziness and a reliance on outdated practices. Check out the latest Ad Age events and award programs It’s time that we evolve as a workforce and demand the same of our managers that we’ve demanded of our employees and colleagues—flexibility, adaptability and a willingness to grow. Echoing Drucker's warning, companies that cling to yesterday’s way of work instead of evolving risk harming their productivity, damaging their culture and becoming irrelevant in the next era of work. The remote work reality Critics of remote work often cite employee productivity as a primary reason for advocating a return to the office. Yet both pre- and post-pandemic research has suggested that such concerns are overblown. Stanford University reported the findings of a 2013 experiment involving 16,000 workers over nine months found that remote work actually led to a 13% increase in productivity (despite not having access to today’s powerful remote and hybrid work tools). Concerns over productivity were further rebutted in a 2022 National Bureau of Economic Research study, which found that sectors reliant on remote work actually experienced a jump in productivity growth from 1.1% between 2010 and 2019 to 3.3% post-pandemic. While some studies have indicated a decrease in productivity among remote employees, these instances may reflect underlying issues in management practices rather than remote work itself. With the right management approach, remote work can enhance productivity. Rethinking return-to-office rationales The increase in return-to-office policies has ignited discussions on the impact of physical presence as it relates to corporate culture. Despite one goal of return-to-office policies being to rebuild company camaraderie, evidence and employee feedback suggest these mandates may not yield the desired outcomes. Research and surveys have shown that remote work does not inherently harm culture and, in some cases, might even improve it. For example, a Gallup poll revealed that remote workers can feel more connected to their work and colleagues when given flexible working options. Moreover, insisting on a return to the office can lead to resentment and a sense of disconnect, as employees may feel their preferences and well-being are overlooked. Building a meaningful company culture transcends physical location, requiring leadership's commitment to intentional, strategic efforts. Conflating “culture” with return-to-office mandates overlooks the complexity of fostering genuine unity and shared values. With up to 70% of culture initiatives failing to meet their objectives, it's clear that true culture building demands more than just physical presence — it necessitates a workplace where every employee feels valued and connected. Redefining remote work management The debate around remote work often hinges on concerns about monitoring and measuring employee performance. A survey by ZipRecruiter revealed that the most significant challenge for employers is the perceived difficulty in observing and tracking the performance of remote employees. This concern underscores a fundamental misunderstanding of effective management in a remote environment. While antiquated thinkers are focused on monitoring employees, pioneers are shifting away from surveillance. Instead of obsessing over measuring daily tasks, these organizations focus on the bigger picture, distinguishing between activity and performance metrics. Activity metrics, while easily quantifiable, do not inherently reflect the true value an employee brings to the table. Performance metrics, on the other hand, zero in on the outcomes and impact of work, providing a clearer measure of success. This approach marks a departure from outdated management practices, emphasizing results over physical presence. By evaluating employees based on their contributions and achievements, organizations can not only enhance productivity but also align employee efforts with strategic objectives. This mindset shift is crucial for navigating the misconceptions surrounding remote work, demonstrating that with outcome-oriented leadership, remote work is not only manageable but ripe for success. This strategy not only dispels myths about remote work's inefficacy but also highlights the critical role of modern leadership in adapting to today's work dynamics. See all of Ad Age’s 2024 Creativity Award winners here

Remote work isn't the issue—lazy managers are

Featured Stories