Episode 131- When Is Remote Working Not Working?

In this episode, we explore the real-world implications of hybrid and remote working, especially as the dust settles post-pandemic and long-term patterns begin to emerge. Drawing on new research from the Harvard Business Review, we examine seven major problems now evident with hybrid work arrangements, from weakened workplace culture to misjudged promotions and the silent rise in employee loneliness. We speak candidly from our own experience of largely remaining office-based, offering a grounded take on what these findings mean for small and medium-sized businesses across the UK.

As companies wrestle with the balance of flexibility versus performance, we highlight both the expected and the more subtle downsides of dispersed teams. It’s clear this isn’t a black-and-white issue. For many employees, remote work is non-negotiable. But without deliberate strategies, businesses risk harming collaboration, culture, and even long-term loyalty. We identify practical insights to help business leaders tread this path with clarity.

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Key Topics Discussed:

• The hidden costs of remote working for new hires and younger staff
• Why hybrid meetings often create a two-tier team dynamic
• Cultural dilution and its slow but significant impact on team norms
• How remote work risks the wrong people being promoted due to KPI-only visibility
• The decline of relational capital and its effect on team commitment
• Rising social isolation and mental health concerns among remote employees
• Why enforced “anchor days” often fail, and what to do instead

Who Is This Episode For:

This episode is aimed at SME business owners, directors, and senior managers, who are grappling with return-to-office policies, maintaining team cohesion, or looking to structure remote/hybrid work without compromising growth, performance, or culture.

Quotes to Remember

“You're building relational capital, that’s a lot easier to do when you're face to face.”

“Culture doesn’t live in your email footer. It’s what people see and feel day to day.”

“If you’re not prepared to enforce the rule, don’t set the rule.”

Actionable Takeaways:

1. Review how you onboard new hires, ensure a human connection is built in early.
   
2. Avoid hybrid meetings where possible, go fully in-person or fully online for parity.
   
   
3. Introduce structured ‘anchor days’, but only if you’re willing to enforce them.
   
   
4. Don’t rely solely on KPIs for promotion decisions; assess informal leadership too.
   
   
5. Invest intentionally in culture: schedule informal check-ins, team events, and social spaces.
   
   
6. Be alert to signs of isolation among staff, encourage regular, meaningful contact.
   
   
7. Decide which roles genuinely require office presence, and communicate that clearly.
   

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