Structural fixes are often simpler—hybrid models can boost productivity. Cultural change is more complex, but essential. Three focus areas can make a difference:

1. Strengthen relationships. Create space for organic connections, even remotely. Avoid top-down mandates and support grassroots engagement.

2. Engagement is everything. Gallup reports that 30% of fully remote employees are engaged, compared to 24% of hybrid and 21% of office-based staff. Engagement reduces stress far more effectively than location does.

3. Foster a feedback culture. Replace micromanagement with dialogue. Shared responsibility builds trust—and reduces the need for control.

*Quiet quitting—or latent unemployment—describes employees who haven’t officially resigned but have mentally checked out. Performance and motivation drop dramatically. I’ve experienced it myself, and I wouldn’t wish it on anyone. It’s a lose-lose situation—for both the employee and the organisation.

Remote work isn’t inherently “good” or “bad.” The real question is whether you’re ready to invest in a culture that makes it work. And if it doesn’t fit your company, you can always return to the old normal—it’s just as valid as the new one.

Let’s talk about how to make hybrid or remote work actually work for your culture.