> “Leadership is a lot less fulfilling and a lot less fun when you’re doing it remotely,” Bock said.
There's also this, which makes a great deal of sense to me even as it angers me from the other end of the power gradient. Management likes to do things that feel good to management.
I dunno. I feel like if executives believed they were hamstringing their teams with RTO edicts they wouldn't see them as so fulfilling or fun.
Maybe I'm giving executives too much credit but I believe that, for the most part, they believe they're better managers when their employees are in the office. I think that's true in a lot of cases, but it also ignores that employees can be better workers when they're hybrid or remote.
> Maybe I'm giving executives too much credit but I believe that, for the most part, they believe they're better managers when their employees are in the office.
I don't know, I'd say a usual expectation of a worker is to learn how to adapt to a changing understanding of their work, but like, maybe I'm expecting too much. Why would I expect managers to keep up to date on management research, it's not like they're being paid for doing their jobs well or anything.
Edit: fun fact, it's been so far my experience that C levels are surprised management research exists.
If you continue reading, the reasoning is given in the next sentence:
> Weird as it might be, it's not a great mystery why that is: it's easier to spin up a Wordpress blog than it is to figure out by yourself all the intermediate steps.
There's also this, which makes a great deal of sense to me even as it angers me from the other end of the power gradient. Management likes to do things that feel good to management.
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