Bosses Push Back on WFH Die-Hards: ‘They Will Need to Show Up’
Managers say team productivity has taken a hit as employees stay remote
3 min
Office attendance is slumping again and bosses have a warning: We are a worse company when you stay home.
In buildings across 10 major U.S. cities, office occupancy has fallen back below 50% for the past three weeks, according to Kastle Systems, which tracks security swipes into offices. The drop comes despite new return-to-office mandates that affect more than 600,000 workers and counting.
Hundreds of Wall Street Journal readers—many of them bosses and team leaders—responded to our story on the workers who say “it’s not my responsibility” to save the office economy. These bosses say employees who insist they are more productive while working from home are missing the larger picture: Team productivity is taking a hit.
The purpose of an office is to create a dynamic environment where people feed off one another’s energy, bond on a personal level and explore ideas in unstructured ways, many company leaders said. Remote work can’t provide those kinds of casual interactions that build culture and camaraderie, they say, which means it is worse for the organisation and, in many cases, individual careers, too.
“Team collaboration really is much better and more effective with actual face time. Career growth also,” said William McNamara, a hiring manager who lives in Bellevue, Wash. “Sure, zealots will claim you can do it all remotely, but you can’t do it all as effectively for everyone, remotely.”
Still, work-life balance is a vital piece of company culture—one that workers say is helped by the option to work from home, at least part of the time. That leaves bosses to strike a difficult balance, something they are more keenly aware of than their employees might realise.
“We are stuck. Remote work means remote engagement. In-office means less flexibility,” said John Hayes, founder of Blackney Hayes Architects, a Philadelphia-based firm.
Eavesdropping as education
Bosses say that developing young workers and new hires is a priority, and that it’s tougher and slower to accomplish it when people aren’t gathered together in offices. Structured training sessions can often be conducted via Zoom, but the daily rhythms of mentoring and learning on the job require a less-structured exchange of questions and answers that happen organically.
“Eavesdropping is a huge form of education,” Hayes said. “Hearing what other people are saying, how they’re dealing with problems.”
Blackney Hayes asks employees to do their jobs from the office at least two days a week, but doesn’t mandate the face time because so many workers have said they prize flexibility.
“If leadership and all the energy radiate from the office, then people will understand that if they want to be part of the team they will need to show up,” Hayes said.
Jenny von Podewils, co-chief executive of Leapsome, an HR productivity and engagement platform, has taken a similar approach in the hopes of boosting young workers’ professionalism, such as appropriate conversations with colleagues and how to present in client meetings. Without office time, newer staff members take longer to get up to speed—if they catch up at all.
“Learning doesn’t happen on Zoom calls. It happens during meetings, together, through body language, listening to how people approach certain situations,” she said.
Breakthrough problem-solving
Ad-hoc interactions are important for seasoned employees, too, said Kevin Kowalczuk, a technology product manager based in Franklin, Tenn., who retired in April.
“We could literally make progress on a task while waiting for our coffee cup to fill up or while we heated lunch in the microwave,” he said of his return to the office.
Kowalczuk resolved one of his tougher challenges while chatting with colleagues in the company kitchen last spring. After discussing the housing market, their conversation turned to a new application that was only loading for some users despite being released to hundreds. The group quickly determined the problem stemmed from incorrect group permissions being granted to the users.
“That saved us days of time,” Kowalczuk said.
Team productivity vs. individual output
Individual contributors with task-oriented roles and a clear to-do list can perform satisfactorily in a remote setting in a way that doesn’t work for more strategic roles, said Edward Boggs, an information-technology team lead who lives in Durham, N.C., and goes in five days a week.
“If the tasks they are receiving are of the ‘figure it out’ variety, they often don’t do a very good job, or it takes them much longer than it should,” he said. The critical thinking required for those jobs usually requires a team working through issues in real time, Boggs added.
Working from home introduces other performance-related issues, even for conscientious employees with the best intentions, said Kim McClung, a former vice president of clinic operations for a large medical group, who’s now retired.
Managers who reported to McClung struggled to step back from work. They answered emails and took calls after hours, a habit she said she tried to discourage because it leads to burnout.
“If you’re in the car driving or trying to watch your kid’s recital while you’re answering emails, you’re not giving your best to anyone,” she said. “I don’t want your attention under those circumstances.”
McClung would rather her team work shorter hours together in the office, 100% focused on work, then go home and have true downtime.
When people are “on 24/7, the quality of work is going to suffer,” she said.
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From early financial mistakes to hard-earned habits, five high-performing leaders share how they spend, invest and think about wealth.
9 min
Five minutes doesn’t sound like much. But it’s enough time to tell whether someone really understands money or just talks about it. Because once the gloss is stripped away, what’s left is instinct. The early mistakes. The bad calls. The quiet pivots that no one brags about but shape everything that follows. Making money is one thing. Living with it, and not mishandling it, is another. Here, five executives talk about what they got wrong, what they’ve learned, and how they now actually spend, invest and think about wealth.
Andrew Raso: Founder, Online Marketing Gurus
Self-made millionaire Andrew Raso grew up in an ethnic household with a father in construction. Investing was not a priority, he recalls.
The co-founder and CEO of Online Marketing Gurus, a digital marketing platform that generated more than $30 million in revenue in the 204/25 financial year, admits he’s had to learn about handling money as his wealth has grown.
“If I had my time again, I would change my spending habits and would probably be a lot more wealthy as a result,” the Sydneysider tells Kanebridge Quarterly.
Raso, in his mid-30s, says that his biggest lessons have come from his losses.
Buying the wrong property and copping the losses upon sale. Feeling FOMO when buying crypto and making a purchase that lost money.
“I’ve learned a lot from the errors that I’ve made,” he says.
Raso admits that he gets more of a thrill out of working than watching money hit his bank account.
“I’ve had the cars, I’ve had the property, I’ve had the watches. Once you’ve had them, they’re not that exciting, but the process of earning money is pretty cool.”
What he won’t forget is being $45 million in property debt a few years ago.
“I’d never want to be in that position again,” he says.
“My investing strategy is a lot safer these days. I’m very cautious. I’d prefer to invest in things that don’t take as long to be realised so my family can be financially secure.
“Once you have a house paid off and a few investments, it then becomes about enjoying your money, rather than hoarding it. Giving back gives me a much bigger kick than spending these days.”
Daniel Wessels: CEO, Jacaranda Finance
Fintech founder Daniel Wessels knows only too well that money remains a taboo topic in Australia with many people.
He points to consumer surveys that reveal people are more likely to talk about their sex life with friends than their finances.
It’s a major concern for the man who founded Jacaranda Finance in 2013, which has helped countless people lift their credit scores and get their finances back on track.
“If people aren’t learning money habits at school and they aren’t discussing it with their friends, learning new strategies and better habits is difficult,” says Wessels, who is based in Brisbane.
He wants to see more people take the time to proactively understand where and why they are spending money.
“Everyone needs to have a financial strategy and a plan to measure if it’s working,” he says.
The father of two young children admits his week can be pretty fast-paced. Pomodoro clocks, sleep optimisation techniques and saying ‘no’ keep him on task during the week.
“I used to think I was fairly decent at managing time, but the whole game changed when we had kids,” he says.
“Now, I’ve got to get out of the house at a certain time and leave the office at a certain time for daycare pickup. I’ve got to be really specific about my tasks to maximise my week.”
Before he had a family, he loved heading out to one of the trendy new restaurants popping up in Brisbane.
But that happens less these days. He’s saving to build his forever home but admits that price rises have resulted in rising costs.
“It’s such a big project with so many variables that change quickly,” he says.
These days, Wessels likes to optimise his professional and personal life. “With only a finite amount of money, time and energy, you’ve got to be really good at deciding what you want to be good at,” he says.
He calls this ruthless prioritisation. He has a very specific focus on activities that prioritise health and wealth, adding experiences into the mix more recently. This has meant the addition of micro-holidays to his annual calendar.
Wessels works with a couple of financial advisers. That said, he also does his own due diligence before agreeing to investments.
“One likes private equity investments that pay cash every month and another prefers to focus on the NASDAQ Stock Exchange for buying shares because he’s bullish about that.” he says. “They’re each experts and really good at what they do.”
Jim Penman: CEO, Jim’s Group
He may have invested a lifetime building a franchise juggernaut that is reportedly a $1 billion a year empire, but Jim Penman insists he’s a frugal guy who prefers to spend time planting a tree in his garden than contemplating his wealth.
What started out as Jim’s Mowing back in 1989 became Jim’s Group. Today, there are 5,700 franchisees across Australia and New Zealand in the business that has become ubiquitous for being the local handyman company that households could rely on.
He may have built a successful business empire, but the Melburnian insists he’s stingy when it comes to money.
“I wear my clothes even today until they wear out. I’ve always had a very lean and mean attitude. I live a simple life. My personal needs are very modest and my finances are simple,” he says. Jim reveals he’s usually in his garden these days and rarely eats out or takes holidays.
He is also running for state politics in the November Victorian election.
“I’m not particularly money focused. I could tweak the franchise contract to put more fees in and double my profitability, but that’s not my goal or my aim. To be honest, I often make decisions that go against my financial self-interest,” he says.
Jim purchased his first brand new car three years ago, opting for an electric Volvo.
“Being rich is not my aim and it never has been. People think I’m a lot richer than I am. They think I’m a billionaire, which is kind of ridiculous,” he says.
In fact, he insists he carries debt, which is common for anyone in business. “If I wanted, I could pay it off in 18 months.”
While his competitors were spending on fancy office space, Penman was running his franchise from his basement, keeping business costs low. “When I started out, I didn’t have any concept of how big this business could be. But there has never been a plan to grow franchisee numbers.
“Our attrition rate is far more important, and how to reduce complaint rates and drive more enquiries through new software.”
He believes people these days worry too much about impressing others, which leads to spending on superficial things.
“I would rather than offer people advice on how to be happy, rather than how to become rich. It’s important to have a good income so you can support yourself. But life is more about purpose.”
Jim doesn’t bother with stocks or bonds. He only invests in his own business. “My rate of return on my business is substantial. I could buy back a regional franchise when they come on the market and get a 20-25 per cent annual rate of return, plus capital gains. There’s nothing like that available in the investment space.”
Nicola Beswick: Founder, White Rabbit Advisory
Rabbit Advisory founder.
A clothing allowance provided by her parents and then a part-time job during high school was the first taste of financial freedom for Nicola Beswick.
She quickly became a spender rather than saver, but she’s changed her tune over the years.
The founder of financial advice firm White Rabbit Advisory left behind a successful career in intellectual property law a year ago to become a financial adviser because she realised the potential that financial education could have on someone’s life.
Her journey began after coming across the book Rich Dad Poor Dad some years ago, which opened her eyes to the power that money could have on her life. This marked a time when she became serious about her finances.
“Financial education and investing over time can have a huge impact on a person, and that book got me thinking about money and financial education in the first place,” she says.
Nicola says years ago, her father was diagnosed with multiple sclerosis. When dealing with the devastating news and an uncertain future, her father discovered he was eligible to receive an income protection payout.
“This was the stone that rippled his pond and mine. A new complex world of finance opened up and I discovered my calling – helping people plan for a financially secure future.”
She hasn’t looked back. “Commercial law was very transactional. I don’t regret quitting at all. I’m much happier now helping people get their finances in order. Financial planning helps people change their lives. That was a really big driver for me.”
The Melburnian admits she’s learned plenty of lessons along the way as she embarks on the process of building wealth. She uses superannuation as an investment vehicle, favouring its tax advantages.
“I also built a nest egg outside of super, because you never know when the rules will change,” she says.
She prefers to set a financial goal and save up for something specific over time than rush out and make a purchase.
“It’s a really powerful thing to wait before making a purchase,” she says.
Her current financial goals involve renovating her heritage-listed home. “We will keep the façade and gut it to rebuild. That’s a major expense for us on the horizon.”
While holidays are rare, she will spend on overseas trips on occasion. “I’m terrible at taking time off. I’m always working.”
Sam Riley: CEO, Drova
Sam Riley was in his 20s when he set out to amass enough money to be able to retire by the age of 40 if he wanted to.
“The goal was always to be doing something by 40 that kept me engaged enough that I didn’t actually want to retire because I was happy,” he says.
An entrepreneur at heart, Sam started a juice and espresso bar when he was 21, which didn’t work out. His next venture was a technology business, Ansarada, an ASX-listed company he ultimately sold nearly two years ago for $250 million.
The sale set him up for life, but he’s not one to rest on his laurels, launching into the complex world of artificial ntelligence with his next technology play, a company called Drova.
The technology startup simplifies risk, compliance and resilience for small businesses. Sam believes it’s got potential to become a tech juggernaut in time.
Having early financial success has meant he has the luxury of slow mornings and working in short bursts throughout the day, problem solving, experimenting with what works and figuring out how to harness AI.
“I favour a more sustainable approach to working these days. More frequent breaks. Making sure not to deteriorate my capacity,” he says.
It was a hard slog. He admits he touched the fringes of serious burnout when he was younger, which he works hard to avoid these days.
“Every business venture has exposed a gap in my skills that I’ve worked to close. Whether that’s marketing or managing people, closing those gaps along the way is how you get more effective at generating wealth,” he says.
The secret to his success has been finding ways to bolster value in the corporate world, finding ways to bring more to the table. Sam admits he spends too much money on travel, food and niche vinyl audio equipment, like turntables. He prefers to invest in experiences rather than things.
But it can get expensive. Like a recent trip to Antarctica to stay in a lodge for a week. “The thing is I didn’t like having these experiences on my own, so I have to bring family or other people and then pay for them.”
Sam describes his investment portfolio as balanced. While he continues to invest in entrepreneurial ventures, he admits he has a safe foundational platform to his investment approach.
“Over the years, I’ve added a lot more dividend stocks and protective assets like gold and silver, and some index funds.
“When I was younger, I didn’t appreciate the value of being safe and boring in the investment world.”
He says a lot of his investments used to be leading edge and visionary. “Some of them work, and some of them don’t. I didn’t really have much balance in my portfolio. I still invest in entrepreneurial things, but am much more conscious of taking a more even-handed approach,” he says.
This article appeared in the Winter 26 issue of Kanebridge Quarterly, which you can buy here.
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