Kate Zabriskie is president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team provide onsite, virtual and online soft-skills training courses and workshops to clients in the United States and internationally. For more information, visit businesstrainingworks.com.

If this title feels like a lyric from a confusing song, that’s because the message has been just as mixed. For years, it was all “Go home, stay remote, stay safe” — a chorus sung on repeat. Now, the tune has flipped to “Come back, come back, come back,” and employees are understandably out of sync with the new rhythm.

Some are ready to march back to the office, happy to leave behind barking dogs and lawn equipment symphonies. Others are clutching their home setups like cherished vinyl records, unwilling to let go. It’s complicated, sure, but it’s far from impossible. And with the right approach, this transition can hit all the right notes.

Acknowledge the Whiplash

First things first: The shift from “go away” to “come back” has created some emotional and logistical whiplash. Employees spent years adapting to remote work, building routines and redefining their work-life balance. Asking them to switch gears again is no small ask.

To smooth the transition, leaders need to acknowledge this shift head-on:

• Validate the Journey: “We know this change comes after years of adapting to remote work, and we understand it’s a big readjustment”
• Be Transparent About the Why: Explain why the return is happening. Is it about collaboration? Team culture? Improved innovation? People are more likely to embrace the shift if they understand its purpose

Balance Flexibility with Structure

Flexibility was the hallmark of remote work, and employees aren’t going to give it up lightly. A rigid “butts in seats” policy won’t fly, but neither will a free-for-all. The sweet spot? A hybrid approach that offers structure with room to adapt.

Here are a few approaches:

• Hybrid Days with Intentional Overlaps: Let employees choose their in-office days but schedule team overlaps for key collaboration days
• Commuter-friendly Schedules: For those with long commutes, consider three-day office weeks instead of five
• Remote-first Roles Where It Makes Sense: Some positions don’t require constant face time. Be honest about which roles can stay remote and which need in-office presence

Flexibility shows employees you respect their time and challenges, while structure keeps the team aligned and productive.

Bring Back Connection

For many, remote work was isolating but comfortable. Now, coming back to the office means relearning how to connect in person — and rebuilding relationships that might have faded.

Make reconnecting a priority:

• Start With Social Moments: Host casual lunches, coffee chats or team activities to ease the transition
• Encourage Collaboration: Create spaces and opportunities for organic idea-sharing — think open workspaces, brainstorming sessions or cross-departmental meetups
• Celebrate the Return: Treat the transition as a fresh start. Celebrate milestones and acknowledge the team’s effort to adapt yet again

When people feel connected, they’re more likely to embrace the change.

Expect Resistance — And Handle It with Empathy

Not everyone will be onboard with coming back to the office, and that’s OK. Some will push back because they’re anxious, burned out or struggling to adjust.

Here’s how to navigate resistance:

• Listen First: “I understand this change is hard. What’s the biggest challenge you’re facing with coming back?”
• Address Real Barriers: If someone is overwhelmed by their commute, could they shift their schedule to avoid rush hour?
• Stay Firm When Necessary: While empathy matters, clarity does, too. “I hear your concerns, but in-office collaboration is essential for this team. Let’s talk about how we can make it work for you.”

Resistance isn’t the enemy — it’s an opportunity to find solutions and show employees you value their input.

Reframe the Office as a Place People Want to Be

One reason employees resist returning to the office is that it doesn’t feel worth it. If they’re commuting just to sit in meetings they could attend virtually, who can blame them?

Shift the narrative by making the office a space that’s productive, engaging and enjoyable:

• Make It Collaborative: Designate spaces for teamwork and brainstorming, not just rows of desks
• Offer Perks: Provide things employees can’t get at home — like free coffee, quiet focus rooms or tech support
• Show Appreciation: Small gestures, such as weekly treats or recognition shoutouts, go a long way in boosting morale

The goal is to create a workplace where people feel excited to show up — not obligated.

Be Ready to Adjust

This transition isn’t a “set it and forget it” scenario. It’s a process that requires regular evaluation and fine-tuning.

Here’s how to stay adaptable:

• Gather Feedback: Use surveys or team discussions to understand what’s working and what’s not
• Adjust Policies as Needed: If commuting challenges are a major issue, could a two-day office week work instead?
• Keep Communicating: Transparency builds trust. Share updates on how the return-to-office strategy is evolving and what’s driving decisions

Flexibility and communication show employees that the organization is evolving with them — not against them.

Adjusting to the New Tune

Switching from “go away” to “come back” is more than a logistical change — it’s a shift in rhythm that requires rebuilding trust, fostering connection and redefining purpose in the workplace. Like any new song, it takes time for everyone to find their groove.

By harmonizing flexibility with structure, creating genuine opportunities for connection and designing a workplace that feels worth the commute, leaders can transform this transition into a chance to grow stronger together.

The goal isn’t to drag people back to their desks — it’s to create an environment in which they feel inspired to return. When that happens, the entire team hits the right note.  C&IT