How to Manage Returning to the Office Without Support

In 2019, nearly 85% of all employees worked in the office five days a week. Then 2020 shook the ground we stood on and everyone (in corporate) needed to pivot to remote work fast. Now as we look ahead into 2026, we are walking a fine line between return to office mandates and remote or hybrid work. 

It’s been tough. The commute is back, the routines have shifted, there are new expectations and now (surprise!) you’re also expected to learn brand-new systems and workflows - AI anyone???

One of my biggest pet peeves when it comes to management - and change management - is how there is little to zero support when new expectations are rolled out. 

We saw it back in 2020 when all of the sudden we had to be our own IT teams (sorry but my technical abilities stop after trying to restart my computer). 

And now? We are just supposed to figure out how to return to the office at cull capacity with little to zero support. 

If this sounds familiar, you’re not alone. I’ve had people in my DMs asking about it, and I’ve seen it firsthand with my own family. My husband’s company went from fully remote to five days a week back in office, and let’s just say “efficient” isn’t exactly the word I’d use to describe that transition.

So, what do you do when you’re navigating change, but you’re not getting the guidance you need? Here’s my two cents:

1. Document the Impact

Don’t just grit your teeth and power through. Keep track of how the return-to-office shift is affecting your productivity. Where are the inefficiencies? How much longer is it taking you to complete tasks? Think: Are you unable to take meetings while commuting? 

What does remote work afford you the time to do vs what does working in the office afford you to do? Treat these reflection questions as data collection as you work throughout the week. 

You’re not just complaining, you’re showing the receipts.

2. Communicate Roadblocks Clearly

Once you’ve got your notes, bring them to your manager or leadership. And frame it in terms of business outcomes:

“Here’s where I’m getting stuck.”
“This is what’s holding me back from meeting deadlines.”
“This is why it’s taking me longer to complete tasks.”

It’s one thing to document the impact but it’s another thing to communicate it productively. Remember, you’re not complaining but if you don’t speak up, they’ll assume there is no problem. 

3. Offer solutions (and compromise)

Now for the important part: with every problem you communicate, you should also come prepared with a solution and/or boundaries. It can look like this,

• “With my commute, I cannot take any meetings before 9am on the days I come into the office”

• “Do you have any recorded training sessions I could watch?”

• “Because I don’t feel as connected to the team, I think it’s best if we do team meetings in person to take full advantage of working in the office together”

When you come in with solutions, you’re making it easy for leadership to say yes. You’re not just asking for help, you’re guiding them toward how they can support you.

Transitioning back to the office is already a big shift. You’re trying to assume 2019 ways of working under 2025 expectations. And that’s like trying to fig a round peg into a square hole. 

We all need to work together to redefine what the new “return to office” work environment will be. By documenting the impact, communicating clearly, and pairing problems with solutions, you’re learning how to advocate and how to make the workplace better for everyone.

If you need help navigating return to the office or difficult conversations around the “new way of working”, book a call with me here. And remember: If no one speaks up, nothing changes.