Leadership Lessons From the Remote Work Debate

Across the nation—and recently here in Charlotte—major companies are ending or reducing remote work options. And with the Trump administration blasting work from home policies at the federal level, you have to wonder if the window on remote work is closing.

This shift has sparked intense reactions across industries, and understandably so. Remote work offers clear benefits like eliminated commutes, higher productivity without office distractions, access to nationwide (even global) talent pools and much-needed flexibility for working parents and caregivers.

The WFH model isn’t perfect, though. Collaboration can suffer without some of the spontaneous conversations more prone to happen in the office. New hires might also struggle to get a grasp of company culture or find mentors when a Teams call is as good as it gets. Some also feel isolated or experience blurred work-life boundaries when home becomes the office.

Finances are a factor, too. Earlier this year, it was reported that nearly a quarter of Charlotte’s office buildings sit vacant, compared to the national average of 20 percent. That’s money going down the drain. So, it’s no surprise when employers like Belk, having its share of financial woes in recent years, make the move back-to-office.

Whether remote work is fading or here to stay, its rise to fame can teach us a lot. The pandemic revealed just how purposeless many workplaces had become. At home, people thrived—avoiding traffic, gaining flexibility and feeling less pressure to present themselves in particular ways. It all made people perform better (or realize they could do better as an entrepreneur).

Beyond the logistics of where work happens, the remote work conversation has uncovered deeper truths about what we value as workers—and ultimately, as people. Here are some to consider as you lead:

People want to be seen as whole humans.

We aren’t machines. And though this may seem like an obvious point to make, the rise of influencer culture and the perfect aesthetic, alongside the notion that our hobbies have to be a hustle—it’s easy to fall into the trap of thinking we can do it all or that we are what we produce.

Great leaders will do the work to counter this lie, treating others as whole humans with lives outside of work, offering flexibility and creating cultures where folks feel their contributions matter. When people are recognized for their complete selves—their ideas, challenges, background and circumstances—they bring their best energy.

Mentorship matters.

One legitimate concern about remote arrangements has been knowledge transfer between experienced and newer team members. How can leaders ensure people are growing and feel supported? This highlights the importance of deliberate mentorship efforts, and structured connections give opportunity for this.

Some forward-thinking leaders have implemented “virtual open door” hours for impromptu conversations, mimicking the hallway interactions that once happened organically. Whatever the approach, consider how learning actually happens for those you lead, and let that be a starting point for connection and development.

The value of mentorship and both personal and professional growth in today’s world can’t be overstated.

Belonging drives engagement.

Employers may not admit it, but remote work showed us just how many people didn’t really like their workplace environments. At home, they could work surrounded by people and things they love, in a place where they felt comfortable. The essence of this speaks to the significance of belonging.

When people feel part of something meaningful—a team, a mission, a community—their commitment deepens. And this isn’t built through company swag or mandatory fun. It requires things like genuine inclusion in decision-making, recognition of contributions and creating safe spaces where people can be themselves. Cultivating a sense of belonging, purpose and being seen and valued speaks to the needs of every human being.

Trust empowers performance.

With the rise of remote work, we saw how leaders can wrestle with trust issues when they can’t physically see their teams working. But trust isn’t built by focusing on logged hours or even results. It takes root through thoughtful collaboration, listening, learning and growing alongside others. While a person’s performance shouldn’t be the only measure of success, building trust with those you lead will yield lasting positive results that can affect the bottom line.

Adaptability wins.

Creating workplaces people genuinely want to be a part of—in-person or virtually—requires intention. Physical offices have to offer something worth commuting for, and remote environments need more deliberate culture-building and clear communication. But the most sustainable approach focuses less on location and more on trust, consideration and meaningful relationship. When people feel valued and empowered, they typically deliver their best work—regardless of where it happens.

Employers who are getting it right aren’t necessarily those with the most rigid or flexible policies; they’re approaching workplace decisions with curiosity, adaptability and genuine care. They gather feedback, experiment with solutions and recognize that different roles and people may need different arrangements or approaches.

The remote work debate isn’t about location, it’s about building trust, autonomy and purpose while creating spaces where people are equipped to do their most meaningful work.