A leader’s job is to make bold decisions, even when they are unpopular. That’s what happened two years ago when I announced that the staff of Capitolis would be going back to work full-time in our New York and London offices.
Tech and financial companies have led the return-to-office charge—from Goldman Sachs to more recent campaigns by Amazon’s Andy Jassy and JPMorgan Chase’s Jamie Dimon. I assume many will disagree with my decision, some passionately so. That’s fine. I don’t claim to have found the formula for all companies. But nearly two years in, this much is clear to me: We are simply better when we’re together.
We lose many candidates because of our policy, and we are okay with that—it says as much in our company values statement that we are not for everyone. Capitolis is a company of more than 150 people and continues to grow. Of the over 10 million people who live in the New York City area, we are looking for those who value and seek full-time, face-to-face work, and we are oversubscribed for every open role we seek to fill. For those who do not buy into working from the office—this is not the right place. However, our business growth, productivity, and 2% undesired turnover last year tell me this is working.
Yet for all our successes, going back to the office full-time was not without friction. I was asked, “Don’t you trust us? We worked hard during the pandemic, and it worked.” I was warned we would fail to attract millennial or Gen Z employees who value work-life balance, and that we would struggle to compete with firms offering flexible work policies. I understand the desire to avoid commuting, or even putting on pants, and I get that many people can work efficiently from home. I carefully considered these arguments. I had the opportunity to try the work-from-home magic pill, and I am not buying.
In my decades working in the office, I have seen the value of human interaction in bringing out everyone’s best. Every single day, there are countless chance encounters with other people in the company, with clients, impromptu meetings and conversations, spontaneous ideas that arise. There is a buzz, an energy, that can’t be felt on Zoom; it is a good backup, but virtual meetings are linear, timed, restrictive, and not at all organic.
Face-to-face encounters lead to conversations, which lead to relationships—and which build powerful teams. Newer, junior employees miss out on learning opportunities from more experienced team members when they’re not physically present in meetings, listening to conversations, watching how more seasoned players do what they do. Mentorships form organically when people connect. In person.