Dear Yogesh,

I manage the Eastern European region for a global manufacturing company, and I’m grappling with a challenging situation. Our new CEO, based in the US, is deeply frustrated by the reluctance of US employees to return to the office.

He has mandated that everyone be in the office five days a week to keep their jobs. Special permission is required even for a single day of remote work. He insists employees in Europe, Asia, and the Middle East are much more compliant with return-to-office mandates.

My colleagues managing the Midwest and Western regions are seeing slightly better compliance, but we’re all struggling.

This mandate is creating significant challenges for my team. Before the pandemic, remote work was already part of our culture, with many employees coming in only one or two days a week. During the pandemic, some moved to rural areas or other parts of the country with explicit approval to work remotely. Others are now caring for aging parents or have children settled in new schools.

Those who live near the office appreciate avoiding grueling commutes and often work longer hours because of it. Our productivity and numbers remain solid, and our hybrid model has proven effective.

Our former CEO focused on performance and results, not where people physically worked. Enforcing this new mandate could result in losing 25% of our workforce, forcing us to hire replacements who live near offices. This would create a host of problems:

• Recruitment and Onboarding Challenges: We don’t have the resources to manage such large-scale hiring.

• Productivity Impact: The transition would likely disrupt workflows and hurt morale.

• Emotional Fallout: This shift feels unnecessary, wasteful, and demoralizing to our loyal employees.

I have a long career behind me and a wealth of experience, but this situation has me stumped. Do you have any advice?

Sincerely,
Ronald Soans

Dear Ronald,

Your situation is a tough one and, unfortunately, not uncommon in today’s workplace.

The first question I’d ask is: Where is your HR leadership in this conversation? Your CEO might be receiving poor advice, and it’s critical that your CHRO or HR partner advocates for a practical approach.

From what you’ve described, it seems you’ve likely already tried presenting facts and evidence to make the case for retaining your hybrid culture. If not, that’s the best starting point. Quantify the costs of enforcing this mandate, including the financial, logistical, and emotional toll. Highlight potential risks such as lawsuits if employment contracts originally classified certain roles as remote or hybrid. Clearly articulate how recruitment, training, and onboarding efforts will strain resources and harm productivity.

If presenting these facts doesn’t resonate, you may need to pivot to another strategy: influencing through open-ended questioning.

David McRaney’s book How Minds Change offers an intriguing perspective on persuasion. He argues that the most effective way to change someone’s mind is to foster rapport, listen, and ask thoughtful, open-ended questions that allow them to uncover inconsistencies in their reasoning. Here’s a summary of the approach, tailored to your situation:

Questions to Ask Your CEO:

1. What makes having everyone in the office so important?

2. How do you believe this change will improve outcomes?

3. What concerns you most about employees working remotely?

4. How might this mandate affect employee morale and company culture?

5. Are you comfortable with the potential turnover of at least 25% of the US workforce?

6. What is your confidence level that the benefits of this approach will outweigh the costs? (If it’s not 100%, ask why.)

7. Would you consider a compromise to retain top talent while addressing your concerns?

The goal is not to argue or challenge but to guide your CEO toward reflecting on the broader implications of this decision. Sometimes, simply voicing concerns aloud can help someone reevaluate their stance.

If Persuasion Fails

Should this approach not sway your CEO, you’ll face a difficult decision. Reflect on whether you want to continue working in a culture where leadership prioritizes rigid control over practical, results-oriented solutions.

While I hope this is a one-off issue, dogmatic leadership styles often signal deeper challenges ahead. Consider your options carefully. Sometimes, moving on is the best way to honor your values and leadership principles.

You’re indeed in a challenging position, but by advocating for your team and their demonstrated success, you’re already embodying the kind of leader they need. I hope this strategy helps—and that you find a path forward that aligns with your values.

Yogesh

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