Middle managers are finding themselves in a challenging position as they navigate the return-to-office (RTO) policies that are increasingly being implemented by organizations. The younger workforce, particularly Gen Z, is resistant to full-time office work, while senior leadership often advocates for its benefits. This article explores how middle managers can bridge this gap, fostering trust and flexibility within their teams. It highlights the importance of transparent communication and the need to emphasize the personal advantages of office attendance for younger employees.

The ongoing debate surrounding RTO policies has placed middle managers at the center of a contentious issue. As younger employees, especially those from Gen Z, express reluctance to return to traditional office environments, many leaders remain staunch supporters of in-person work. According to a recent survey conducted by YouGov for The Times, 17% of British adults aged 18 to 27 prefer working from home exclusively, with an additional 24% favoring it for most of the time. Similarly, a Pew Research Center study found that nearly half of remote workers would be unlikely to stay in their current roles if they lost the option to work from home.

Leadership attitudes toward hybrid working have shifted, with some executives reevaluating its value and implementing measures like stealth firing to eliminate underperformers. For middle managers, this adds another layer of complexity to their already demanding roles. Experts suggest that these managers must adopt a flexible approach, focusing on building trust and highlighting the tangible benefits of office attendance for their teams.

Allison Nadeau, VP of talent management and acquisition at iCIMS, emphasizes that when employees feel trusted and valued based on their output rather than location, they are more likely to engage fully. Transparency is crucial, as inconsistent messaging can erode trust. Natalie Marshall, known as "Corporate Natalie" on TikTok, notes that Gen Z values honesty and clear communication regarding expectations. They prioritize transparency about pay and remote work options, even refusing to apply for jobs without salary information. When trust is broken—such as being told one thing and experiencing another—issues arise.

To manage this tension effectively, middle managers should strike a balance between promoting office attendance and offering flexibility. By reframing office time as an opportunity rather than an obligation, managers can help younger employees see the personal advantages. Edel Holliday-Quinn, a business psychologist, advises that if office time serves a real purpose, people will be more receptive. Anita Williams Woolley, a professor at Carnegie Mellon University, stresses the importance of clearly communicating the benefits of in-office work, such as enhanced collaboration, mentorship opportunities, and career advancement.

In conclusion, middle managers play a pivotal role in mediating the RTO debate. By fostering trust, embracing flexibility, and clearly articulating the benefits of office attendance, they can create a harmonious work environment that meets the needs of both leadership and younger employees. Emphasizing the mutual advantages and maintaining open lines of communication are essential steps toward navigating this evolving workplace landscape successfully.