The Return To Office (RTO) Message Isn't Working

Deep dive article (5-minute read) as part of Strategic Insights in the Lead Different newsletter

In tech, something is brewing under the surface: RTO mandates are not going well. Workers are quietly resisting, not through outright revolt, but through apathy, disengagement, and in some cases, exits. The timing is fraught: companies are racing to hire AI talent while simultaneously issuing decrees that may alienate exactly the cohort they’re most desperate to keep, young, in-demand engineers who see little upside in the office commute. Significant layoffs at companies like Microsoft add further friction, reinforcing the belief that RTO isn’t about culture or connection, it’s about control.

In 2024 and accelerating into 2025, big names like Amazon, Dell and Meta led the charge in reversing remote work policies, mandating three in-office days per week, and leaders are expecting five days a week to be the norm in a few years. Yet this approach is colliding with employee expectations shaped by three years of flexibility, autonomy, and ironically, higher productivity.

Leaders now face a critical question: if you can’t inspire belief in the benefits of the office, how can you expect anything beyond reluctant compliance? Part of the problem lies in the language. ‘Mandate’ lands with all the charm of border control, impersonal, non-negotiable, and frankly, dictatorial. It strips employees of agency and erodes the trust and autonomy built during the pandemic.

To move forward, leaders need to shift from policy-driven messaging to purpose-driven communication with messaging that goes beyond vague platitudes about improving collaboration, culture, and learning. Employees want clarity. It’s time to get specific about what’s actually in it for them, as in how it will enhance their work rather than just fill a chair. Especially relevant when many staff collaborate primarily with interstate colleagues, meaning most collaboration remains virtual anyway.

Reinventing RTO To Better Prepare for 2026

If you're set on bringing people back to the office three to five days a week, now is the time to re-establish a genuine sense of shared purpose and communicate it clearly and consistently.

However, reframing and refreshing RTO communication has a caveat: The message must match reality. If, for example, collaboration is the reason for returning, then offices must actually support it, with more quiet spaces, clear etiquette for open-plan environments, and a rethink of what productivity looks like in a shared space. Right now, many offices are louder than ever, with people taking calls on speaker or without headsets, as if still working from home. Deep work suffers in noisy environments, and the clever people you’re trying to attract know it.

Putting aside the fundamental principle that actions must support words, there are more effective ways to reignite enthusiasm for in-office attendance – ways that don’t just feel better for employees but also drive meaningful outcomes: stronger engagement, higher productivity, and improved financial performance. Leaders who approach RTO as a strategic communication opportunity, not just an operational policy, will be better positioned for the complex, competitive terrain of 2026 and beyond.

So, here’s what to do:

1. Reframe The Future

The first step is to reframe the future. Too often, RTO is presented as a return to normal. But for employees who’ve spent years proving they can work effectively from anywhere, that framing feels regressive. Instead, position the office as a space to prepare for what’s next: deeper complexity, faster innovation, and tougher problems to solve. Make the link between future readiness and in-person collaboration – highlight how brainstorming, strategic planning, and co-creating new ways of working are better achieved face-to-face. Show that RTO isn’t about appearances, but about outcomes. Frame it not as a reversal, but as an evolution, where flexibility and purpose coexist.

2. Conduct a Language Audit

Next, check your language. Relying on abstract buzzwords like ‘collaboration’ and ‘culture' is no longer enough. Be specific. Spell out exactly what improves when people are together. Say things like, “Our launch rhythm improves when key decisions happen in person,” or “Post-mortem reviews move twice as fast face-to-face.” Focus on the tangible gains, not vague ideals. This kind of precise language builds credibility and makes the case for in-office time far more compelling.

3. Respect Autonomy, Acknowledge The Real Cost

Equally important is to respect autonomy and acknowledge real costs. That starts with tone. Speak peer-to-peer, not top down. Recognise the time, money, and energy that commuting takes. A line like “We know the commute is real, that’s why we’re asking you to come in for critical alignment, not routine admin” respects employee agency and signals thoughtfulness. Employees are far more likely to engage with in-office expectations when they don’t feel coerced or dismissed.

4. Collaborate With Employees on RTO Guidelines

Involve employees in the design. Don’t just dictate RTO rules, co-create them. Invite input on anchor days, shared rituals, or in-office deep-dive sessions. Ask for feedback regularly. When employees have a hand in shaping how office time is used, it shifts from obligation to opportunity. Purposeful presence starts with shared ownership.

5. Demonstrate The Benefits of RTO

Finally, show, don’t just tell. Don’t issue top-down directives; share real examples. Tell stories where in-person presence made a clear difference: when a product issue was solved faster, when client feedback was actioned more effectively, when a team avoided a costly miscommunication. Use narrative, not HR bullet points. Stories stick. They also build belief that office time is more than a checkbox; it’s a lever for better outcomes.

These communication strategies may not eliminate the need for policy, but they ensure the policy lands with clarity, credibility, and connection.

Make It Stick

To ensure the above strategies take hold in practice, not just on paper, embed them with these supporting actions:

• Open dialogue, not directives – Run Q&As or listening sessions where leaders acknowledge concerns and create space for input.

• Model the message – Leaders must visibly follow the same expectations they set for others.

• Use layered channels – Reinforce messages through team meetings, internal forums, and storytelling, not just email.

• Measure and adapt – Track sentiment, attendance, and feedback. Share what’s changing and why. Transparency builds buy-in.

Conclusion

In a world where presence no longer equals authority, how you communicate RTO matters more than what you mandate. Poorly framed, top-down directives are already driving resistance, and in some cases, the loss of top tech talent. One 2024 study found that companies enforcing rigid RTO policies were more likely to lose high-performing and senior employees.

In 2025, the stakes are even higher, with growing signs that unpopular return-to-office mandates may fuel unionisation and organised pushback across the tech sector. That’s why purpose-driven, transparent, and co-designed messaging isn’t about being nice, it’s about holding your ground and talent in a market that doesn’t sit still, and keeps changing the rules.

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