The Morning Clue
As a dog owner — and the human counterpart to Helena (14 years old, vast experience and self-appointed Chief Snacking Officer) and Gustav (3 years old – newly acquired Chief Cuddle Strategist) — I know the signs of suspicion well.
It starts with the slight head tilt. They notice the serious human pants replacing the soft stretchy ones. No slippers. No coffee on the couch. Then, the scent of “leaving the house” perfume drifts into the air. Keys jingle. I quietly check my bag for my office pass.
My dogs know instantly: Something’s up.
And while we humans debate the merits of returning to the office, for Gustav and Helena it all boils down to one, perfectly clear question: “Who’s walking us then?”
From Canine Comedy to Human Complexity
It’s an amusing question, but also a mirror. Because behind those quizzical eyes and wagging tails is a truth at the heart of the return-to-office debate: changing how we work disrupts established rhythms — and those rhythms shape well-being.
During the pandemic, my daily life shifted. The commute vanished, replaced by morning walks with Gustav inspecting every tree and Helena greeting every passerby like a long-lost friend. Coffee breaks weren’t solitary — they included two hopeful faces angling for a biscuit.
We created new rituals. They got used to them. So did I.
The Emotional Side of Returning
When organisations announce a return to the office — whether part-time or full-time — they’re not just asking for a shift in location. They’re asking for an emotional and logistical recalibration:
- Parents need new childcare arrangements.
- Commuters weigh time, cost, and energy.
- Dog owners — like me — wonder who will take over the midday walks.
The dog’s perspective, while lighthearted, reminds us that workplace change is never just a logistical decision — it’s deeply personal.
Why Go Back?
The “why” behind returning matters enormously. If the message is “because we said so”, it will fall flat. But if it’s rooted in clear value and human benefit, people can lean in — even if it means surrendering some home comforts (and canine coffee breaks).
Three reasons resonate most:
Meetings That Matter
Not the “this could have been an email” kind. The kind that spark energy, where ideas bounce, where collaboration happens faster because human communication is more than words — it’s tone, gesture, and shared space.
Social Connection
We are social beings. Informal conversations — the kind that happen in the corridor, over coffee, or on the way to a meeting — are the quiet accelerators of trust and collaboration.
Personal Check-Ins
Face-to-face time allows leaders and teammates to pick up on signals you can’t always spot on a screen — when someone’s under pressure, when encouragement is needed, or when a success deserves celebration.
The Myth of All-or-Nothing
The debate is too often framed as a binary:
- Remote (WFH) forever vs.
- Five days in the office
Real progress happens in between.
Hybrid models are where most organisations will land — and the best ones are co-created.
That means:
- Agreeing on the days with the greatest collaborative value.
- Protecting focus time everywhere — office or home.
- Being intentional about why we meet in person.
The Power of Choice
Psychology tells us autonomy is a key driver of motivation. Giving people a say in when and how they return builds commitment.
This doesn’t mean chaos. It means teams designing rhythms that fit their work and lives:
- Product teams may cluster in-person time for launches.
- Advisory teams may meet weekly to build culture.
- Creative teams may use the office as a brainstorming hub, while deep work stays remote.
- New employees require in office mentoring
What Leaders Need to Do
If you’re leading through this transition, your job is to:
- Consult staff, and listen to what people say before acting
- Explain the purpose of office time with real examples of its value.
- If appropriate, differentiate, but with rationale explained
- Show empathy for the ripple effects of change — from commuting costs to… yes, child care and dog walking.
Case in Point: Gustav and Helena
When I go into the office, here’s what happens:
- Gustav watches from the window like a Victorian child in a sad painting.
- Helena performs a slow, theatrical sulk when I return.
- Then both explode into wagging tails, zoomies, and forgiveness.
It’s endearing — and instructive.
Just as they adapt after some time and reassurance, so too can our teams. But that adaptation is smoother when we explain why the change is worth it and make it clear that presence has purpose.
Hybrid as a Humane Model
Hybrid is more than a policy. It’s a recognition that people — like dogs — thrive on both connection and autonomy. It blends the best of two worlds:
- The energy and serendipity of in-person work.
- The focus and flexibility of remote work.
The Social Contract of Work
The pandemic reset expectations. Flexibility is no longer a perk; it’s part of the social contract between employer and employee.
Returning to the office is a chance to reaffirm that contract:
- You give: clear purpose, supportive policies, respect for personal life.
- They give: energy, focus, and presence when it matters.
Adult Decisions in a Changing World
This is not about dictating or defaulting.
It’s about making adult decisions, together — weighing trade-offs, testing rhythms, and respecting differences.
The most successful organisations in the years ahead will be those that adapt with empathy, experiment with intention, and lead with transparency.
The Takeaway
Gustav and Helena will survive the days I’m in the office. They’ll get their walks from someone else, their treats from another hand. But when I come home, we’ll still have the Oscar-worthy reunion, the tail wags, the joy.
In the same way, our colleagues will adapt — if we design this new phase with thought, care, and humanity.
The next time you’re tempted to roll out a blanket policy, picture two dogs at the window, tilting their heads as if to say: “Who’s walking us then?”
It’s a reminder that every workplace decision has ripple effects beyond the boardroom — and that the heart of the future of work is not the office itself, but the connections we create within and beyond it.
