In our latest roundtable, a lively debate brought together workplace leaders, HR professionals, and industry experts to explore the tension between executive expectations and employee needs in the future of work.

While there were no easy answers, several key themes emerged that can help organizations navigate this challenging landscape.

The playbook below distills those insights into practical strategies for workplace transformation. If you’re a workplace strategist, HR leader, or business executive, this guide is for you.

1. Executives Need a "Why"—And You Can Help Them Formulate It

Many executives want employees back in the office but struggle to articulate why. Often, their reasoning is driven by gut feelings, nostalgia for the pre-pandemic workplace, or vague concepts like "culture" and "innovation."

This lack of clarity leaves workplace and HR leaders in a tough spot—rolling out policies without a clear business rationale.

Why does this matter?

Without a well-defined purpose for the office, employees will continue to question its value. Leaders need a business case that resonates with both employees and the company’s long-term strategy.

“Executives have huge fiscal responsibility on their shoulders and believe that when people are together, magic happens—but they rarely explain what that magic is. That’s where workplace leaders can step in and help articulate it.”⏤ Tim Oldman, Aéto

How you can help:

• Facilitate a strategy session: Bring key stakeholders together—HR, real estate, operations, and senior leadership—to define the role of the office in business outcomes.
• Ask hard questions: What specific goals will the workplace help achieve? Is it about fostering collaboration, supporting creativity, or building social capital?
• Communicate the “Why”: Once the purpose is clear, ensure managers and employees know it. If employees understand the rationale, they are more likely to buy in.

"Your average employee is looking at leadership and saying, ‘I hear you, but part of me thinks you’re hiding something—like a false layoff intent. Some leaders are outright saying it, and others are just not being transparent. This lack of clarity creates distrust, which fuels employees’ anxiety and disengagement."⏤ Phil Kirschner, PK Consulting

2. Evolve Metrics Beyond Space—Even Into "Vibrancy"

Traditional real estate metrics like occupancy rates, cost per square foot, and headcount ratios are no longer sufficient to measure success in today’s workplace. They fail to capture the real value of workplace experiences, especially in a hybrid or flexible model.

In this discussion, we heard about new metrics—vibrancy, social capital, employee well-being, and belonging—that reflect how people experience workspaces and how those spaces contribute to business outcomes.

"There’s a big tension between what leaders say is important—like connection and social capital—and what they actually measure. You want to improve connection? Define it, measure it, and act on it, no matter where employees are. The irony is that the weakest social capital might even be in the office."⏤ From Phil Kirschner’s group discussion

What does this mean for you?

Metrics must evolve to reflect the employee experience, both in and out of the office. By focusing on outcomes, you can reframe the conversation and help leadership make better decisions.

New metrics to consider:

• Social Capital: How well do employees connect and build relationships across departments?
• Employee Well-being: Are employees reporting higher satisfaction and work-life balance?
• Belonging and Retention: Is the workplace fostering a culture of inclusion and loyalty?
• Vibrancy: Are workspaces being used in ways that foster collaboration and innovation? Is there an energetic buzz when employees are on-site?

Action Tip: Start small. Measure vibrancy through employee feedback and observation, then build it into a larger strategy to optimize space and experience.

3. Say Bye to "Hybrid" (For Real This Time)

It’s time to let go of the term "hybrid." Why? Because it implies a one-size-fits-all solution—something that clearly doesn’t work for most organizations.

The reality is far more complex. Work today is diverse, flexible, and distributed, requiring a nuanced approach that respects different roles, work styles, and business needs.

"Hybrid is a tainted word. It’s time to move on to something more reflective of reality—distributed, flexible, and intentional.”

Key Challenge:

• Employees want flexibility and autonomy, while executives often prioritize collaboration, innovation, and accountability. Balancing these needs requires more than a policy—it requires a mindset shift.

The Way Forward:

• Adopt a "Distributed Work" Mindset: Recognize that work happens across many places and times, and focus on creating an ecosystem that supports it.
• Move from Location Flexibility to Schedule Flexibility: Employees care less about where they work and more about controlling their schedules.
• Tailor Solutions by Team: Different teams have different needs. Sales may thrive on remote work, while product design may need in-person brainstorming. Customize policies to reflect these differences.

"Our group represented four countries, and what stood out was how diverse work preferences truly are. From India’s entrepreneurial culture to global challenges around trust and belonging—there’s no one-size-fits-all solution."⏤ From Kate Lister's group discussion

4. People Matter. Managers Matter. Empathy and Trust Define Flexible Work Success.

One of the most consistent themes in the discussion was the critical role of managers in making flexible work successful.

"Moments that matter, managers matter, and messaging matters. But at the bottom line, it’s people that matter. We’ve got to focus on individual consideration—understanding different preferences and needs, especially for introverts or those seeking quiet spaces. Don’t paint everyone with the same brush."⏤ From Earl Hoeg's group discussion

Managers should:

• Be intentional about how they manage time and space: Encourage in-person meetings for creative collaboration while allowing focused work to happen remotely.
• Build team agreements: Establish shared norms for communication, meeting cadence, and in-office presence that work for the whole team.
• Empathize with different needs: Some employees thrive in the office; others do better at home. Managers should create environments that respect and support both.

"The real struggle is a lack of empathy from leadership—failing to recognize the shifts in how we work and the personal challenges employees face since COVID. Creating team agreements that focus on shared purpose and belonging is key to rebuilding trust and agency."⏤ From Edie Goldberg's group discussion

5. Flexibility Is a Win-Win for Everyone

Despite the tension between executive expectations and employee preferences, flexibility offers enormous potential for a win-win solution.

For employees:

• Improves well-being, work-life balance, and autonomy.
• Supports underrepresented groups, including women, caregivers, and those with disabilities.

For employers:

• Enables scalability, enterprise resiliency, and access to a wider talent pool.
• Builds trust and improves engagement.

"Flexibility is a win-win. It’s about finding common ground—relationship-based work, planning around activities, and defining the true purpose of the workplace that everyone can rally behind."⏤ From Janet Pogue McLaurin's group discussion

Data from Tactic: In 2024, 75% of companies reduced office space, with 43% planning further reductions in the next three years. At the same time, desk bookings increased by 300% year-over-year, highlighting the rising demand for flexible, on-demand workspaces.

Conclusion: Build the Future, Don’t Recreate the Past

Conclusion: Build the Future, Don’t Recreate the Past

"There’s a huge expectation gap between leaders and employees about what we even want from an office. For many leaders, uncertainty leads them back to old ways—because it’s easier than defining what’s next. But if we rethink strategy, there’s real potential for win-wins: it’s better for the planet and builds a more resilient enterprise."⏤ From Daan van Rossum's group discussion

The future of work isn’t something to predict—it’s something to build. The insights from this roundtable confirm that workplace transformation is a journey. There is no one-size-fits-all solution, and that’s a good thing.

The future isn’t about where you work—it’s about how you work. It’s time to move beyond debates and start designing the next generation of workspaces that work for everyone.

For more about workplace management success, visit https://www.gettactic.com/blog