Return-To-Office With Mental Health In Mind: Balancing Flexibility With Structure

Forbes

20 hours ago

The goal of returning to the office is to cultivate an environment where employees can thrive, both mentally and professionally. This means striking a balance between the structure of in-office work and the autonomy of flexible schedules.
COVID-19 undeniably shifted the way we work. As we navigate this new phase, where more of us have returned to the office full- or part-time, it's crucial that those in leadership approach the return to a physical workspace with empathy and a deep understanding of its impact on our employees' well-being.
When we first began considering a return, it was during a period of immense change, not just within Calm but across the globe. Like many companies, we had embraced remote work, and for a time, it seemed like the new normal. A study by the U.S. Department of Labor and Statistics showed this new normal led to lower job turnover and great employee satisfaction. However, a desire for more in-person connection and collaboration began to emerge, at least from my perspective. This wasn't a sudden shift, but rather a gradual realization that while flexibility was paramount, so too was the energy and synergy that can come from being physically together.
Our approach at Calm has been rooted in continuous dialogue within the company. We recognized early on that there wouldn't be a one-size-fits-all solution. Every company is different, with its own unique culture, size, and employee needs. What works for a small startup might not be feasible for a large corporation, and vice versa. Even within Calm, we understood that individual preferences and circumstances varied greatly.
During the height of the pandemic, our San Francisco office was the central hub, with around 80 percent of our employees based there. However, as remote work became the norm, we saw a significant shift, with the majority of our workforce moving away from the Bay Area. In fact, an Economist article pointed to the flexibility afforded by remote work that began during the pandemic as altering the housing market as people moved farther from expensive cities where companies were located to suburbs and beyond. However, this kind of shift presented us with a fundamental challenge: How do we foster connection and collaboration when our team is geographically dispersed?
We considered several scenarios, ranging from a full return to the office, mimicking companies like some larger entities, to remaining fully remote. We also explored various hybrid models. Ultimately, through trial and error, we landed on a hub strategy. We established smaller offices in areas with high talent density, including New York, Los Angeles, Minneapolis, and London, in addition to our location in the Bay Area.
Another key difference is that we don't force employees to come in on specific days. Our conversations revealed that if someone came to the office simply to Zoom from their desk, it negated the very purpose of being there. We wanted to understand the goal behind encouraging in-office work. For us, it came down to building on our culture and fostering better teamwork.
My leadership philosophy, shaped by my experiences in previous companies, initially leaned towards bringing everyone together. Whether it was a team of three, three hundred, or eight thousand, being physically present was the only model I had truly known. However, I believe that COVID and the acceleration of technology have fundamentally changed how we work. The traditional 9-to-5 desk job is becoming a relic of the past. As an employer, we must adapt to these changes.
I've spoken with peers across various industries about the return to the office. What's striking is the diversity of opinions and experiences. There's no single right answer, and what works for one organization might not work for another (though firm, five-day-a-week returns seem to face a backlash in the job market).
It's also important to remember that the experience of working remotely during the pandemic was not universal. While many white-collar workers had the privilege of working from home, the majority of the workforce in other sectors still had to show up, facing their own unique mental health challenges. Front-line workers reported significant issues of burnout, for example. Interestingly, American and British cultures have embraced this new reality more than, say, South Korea. Researchers attribute this to our more individualistic society, where we give employees more autonomy than in collectivist cultures.
Ultimately, our goal is to cultivate an environment where employees can thrive, both mentally and professionally. This means striking a balance between the structure of in-office work and the autonomy of flexible schedules. We want to emphasize choice, control, and mental resilience. For those who continue to work remotely, we encourage the creation of dedicated workspaces and a focus on the quality of work over mere hours spent. I personally found that creating a space that mimics elements of an office environment helps with focus.
Leading a more remote workforce has, in fact, made me a better leader. It has forced our organization to be more disciplined and prescriptive in defining our mission, values, and goals. Communication has become paramount. Without hallway conversations, we've had to be much clearer and more intentional in our interactions.
As we continue on this journey, our focus remains on fostering a supportive and inclusive environment where mental well-being is a priority. The return to the office is not just a logistical challenge; it's an opportunity to reimagine how we work and to build a culture that supports the holistic health of every member of our team.