Last week, a high-profile technology company made headlines by mandating a total return to the office five days a week starting next year. The buzz is that many organisations are doing the same or have already started. The rationale? Companies want people to reconnect in person to boost morale and team engagement. Yet, some view this more cynically—a power play or an attempt to justify expensive office real estate. After all, what happens to those massive, empty office spaces? And can morale truly improve by forcing people back to desks? Many have proven they do not need to be at office desks to be productive.
This is beyond the “return to the office” debate. The question this raises for me is all about work ethics. What does work ethic mean in today’s context? Who gets to define it? And here is the kicker: can a company instil a strong work ethic just by requiring people to sit in a physical location?
I am approaching these questions from my 26 years of experience in hybrid working, over 20 years in large multinational organisations, and six years running my own business. While I acknowledge that every company and individual may have their interpretation of work ethic, I share my observation on what works…and what doesn’t.
What does work ethic mean today?
Work ethic, traditionally speaking, is the principle that hard work is virtuous or worthy of reward. It is often tied to traits like responsibility, discipline, and professionalism. Historically, it has been associated with long hours, physical presence, and visible effort—think of the adage, “first one in, last one out.” However, the nature of work has evolved, especially in the knowledge economy. The old markers of work ethic—being seen, being present, looking busy—no longer correlate with productivity or professionalism. And we have seen that hard work does not have to happen in a specific place.
The question is, do we need to redefine work ethic for this new reality? Maybe work ethic needs to be more about results—meeting deadlines, delivering quality—not about “showing up” in the old-school, physical sense.
What changed in the workplace?
The pandemic forced us to rethink work. Many organisations successfully embraced hybrid, work-from-anywhere, activity-based, or other flexible models. Research and anecdotal evidence show that these approaches work.
The pandemic also taught us that productivity is not about being seen in the office; it is about delivering results. And for many of us, we are never, ever going back. This shift demands that we reconsider what work ethic really means in a future context. Historically, those at the top often defined work ethic, with employees judged by their visible, in-office efforts. Now, many of us know that showing up physically is not what gets the job done.
For knowledge workers, being seen does not mean being productive. Success is measured by output, not hours spent at a desk. Remote work proved that. Teams met deadlines, delivered projects, and kept things running. If we know this to be true, then forcing a return to the office does not align with the realities of productivity today. So, what drives work ethic in today’s world? It’s accountability.
The individual’s responsibility: accountability
Today, accountability is critical to a strong work ethic. In a remote or hybrid work environment, no one’s watching you punch in or out. It is about owning your tasks, managing your time, and delivering. The responsibility can be empowering but also challenging for some. It requires discipline, self-motivation, and the ability to manage distractions.
For employees, this shift means commitment is not about the old markers of hard work—whatever those might have been. The focus is about being reliable and results-driven which is not something a company can enforce through a return-to-office policy. It is internal; it is personal. Each of us has to embrace it ourselves. Sure, we can have KPIs and get fired for not producing results, but if the infrastructure underneath accountable performance is not in place and individuals are not taught how to self-manage, then the struggle will continue until the system breaks again.
The leader’s role: creating a culture of accountability
While accountability is an individual responsibility, leaders have a crucial role in shaping how work ethic is understood and practised. Especially now, leaders must continue to shift their focus from managing attendance to managing outcomes and culture.
It is no longer about seeing people at their desks. Leaders must define what success looks like in a flexible work environment. What are the tasks, values, and behaviours that drive results and foster a positive culture? Leaders must not only define these parameters but must also lead by modelling the required behaviours.
It is also important for leaders to support their teams by providing the right tools and resources, whether employees are remote or in the office. This might mean investing in better tech, offering more flexible schedules, or focusing on professional development that helps individuals learn skills like task management, collaboration, resilience, and communication. Removing barriers to productivity ensures teams stay engaged and focused, no matter where they are working.
Trust and autonomy: the leadership balancing act
No conversation about hybrid or remote working can happen without discussing trust. Trust is (and has always been) critical in any work environment. Leaders need to trust their employees to manage their time and tasks, which is the basis for genuine autonomy. Employees who feel trusted take more ownership of their work and develop stronger personal accountability. On the flip side, employees who feel micromanaged may disengage.
Transparency plays a huge role in building trust. Leaders need to be clear about expectations, goals, and challenges while encouraging employees to speak up when they need help. The balance comes in overseeing without overreaching and supporting without stifling.
Employees who feel trusted become more engaged, creative, and willing to take initiative. That level of commitment is what today’s work ethic is really about—one built on accountability and trust rather than mandates and monitoring.
The future of work: must embrace flexibility
The future of work—and work ethic—hinges on flexibility. Hybrid work models are here to stay for many, and we need to redefine what commitment and productivity mean in this revised environment. Returning to the office is not THE magic solution for morale or engagement.
Many organisations have proven that flexible work models can be as, if not more, effective than traditional in-office setups. So, instead of clinging to outdated measures of work ethic, leaders need to focus on creating a culture that fosters accountability, trust, and autonomy—no matter where the work happens.
Ultimately, work ethic today is not about where you are—it is about how you show up. It is about accountability, results, and trust. For employees, it means taking responsibility for delivering value, whether in the office or working remotely. For leaders, it means creating an environment where people feel empowered to thrive—whether down the hall or across the country.
And as always, if you invest in yourself, and your team, the rewards will be unfathomable.
Until next time.
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