Brené Brown on Return-to-Office: Focus on ‘Why,’ Not Just ‘Where,’ Says Expert

In a recent LinkedIn post, Brené Brown, alongside Adam Grant, dives into the complex debates surrounding return-to-office (RTO) mandates. Brown emphasizes that these discussions often get sidetracked by real estate concerns rather than addressing the core operational and cultural challenges leaders are attempting to solve.

According to Brown, the current RTO debates are frequently driven by leaders’ own unexamined assumptions and narratives. She suggests a more effective approach involves applying systems theory and mental models to understand the true impact and purpose of RTO policies.

“RTO debates need to focus on real challenges, not real estate. Too often the debates are driven by unexamined stories leaders are telling themselves.”

Rethinking the ‘Why’ Behind RTO Mandates

Brown, through her discussion with Grant on “The Curiosity Shop” podcast, urges leaders to critically examine the underlying reasons for mandating a return to the physical office. She poses several probing questions designed to shift the focus from location to a deeper understanding of organizational needs.

As Brené Brown highlights, a crucial first step is clarity on the objectives. She asks:

“If you’re mandating days in office, can you clearly say what you’re solving for—performance, weak‑tie innovation, mentoring, culture and belonging, or your own need to “see” work happening?”

This question challenges leaders to articulate specific, measurable goals that an RTO policy is intended to achieve, moving beyond vague notions of collaboration or productivity.

Challenging Assumptions About Remote Work

Furthermore, Brown points to the importance of distinguishing between established facts and untested hypotheses when evaluating remote work arrangements. In her view, many leadership decisions are based on beliefs that have not been rigorously tested in practice.

Brené Brown prompts leaders to consider:

“Which of your beliefs about remote work are actually untested hypotheses?”

This encourages a more data-driven and experimental mindset, allowing organizations to adapt policies based on evidence rather than preconceived notions about where and how work should be done.

Framing RTO as a Work-Design Problem

The core of Brown’s argument is to reframe the RTO conversation entirely. Instead of viewing it as a logistical issue of physical presence, she suggests treating it as a fundamental aspect of work design.

According to Brené Brown, leaders should ask:

“How might your decision change if you treated RTO as a work‑design question, not a work location issue?”

This perspective invites a more holistic approach, considering how policies impact employee experience, operational efficiency, and overall organizational culture. By focusing on the design of work itself—how tasks are structured, how teams collaborate, and how success is measured—leaders can develop more effective and equitable RTO strategies that genuinely address performance, innovation, and belonging.

The insights shared by Brené Brown underscore the need for intentionality and critical self-reflection in navigating the evolving landscape of modern work.