Radical Candor: Communication at Work
Episode 7 | “Returning to the Office & Remembering Why We Left”
Released: April 30, 2025
Hosts: Jason Rosoff (A), Amy Sandler (B), Kim Scott (not present in this episode)
Producer: Brandi Neal

Episode Overview

This episode explores the hot-button topic of return-to-office policies, diving into why companies are calling employees back, what’s working (and not working), and how both leaders and employees can navigate this new reality while staying true to the core Radical Candor principles: Care Personally and Challenge Directly. Drawing on fresh research, personal anecdotes, and listener questions, hosts Jason and Amy break down the practical and psychological aspects of returning to in-person work, while offering actionable advice for employees, managers, and organizations facing these changes.

1. The State of Return-to-Office Policies

• Rising In-Person Work: Citing a McKinsey study, Amy opens by noting a jump in employees working mostly in person—from 35% in 2023 to 68% in 2024 ([01:07]).
  • “We've heard stories...where people are coming back to the office, don't have a desk for you or a meeting room or even wifi.” —Amy [01:29]
• Challenges with Implementation: Both hosts highlight absurdities—commutes to empty offices, lack of basic facilities—questioning the logic and value proposition for these policies.

2. The Radical Candor Perspective

• Radical Candor is Remote-First: Jason notes his strong bias towards remote work, explaining their company was founded remotely and why that’s central to their talent strategy ([02:28]).

  • “The benefits greatly outweigh the costs of being able to work remotely. So I am biased. That is my perspective.” —Jason [02:52]

• Talent & Geography: Emphasizes that talent is widely spread and forced in-person mandates undermine hiring advantages, increase costs, and add unnecessary logistical barriers ([03:26]).

3. The Real Costs of In-Person Mandates

A. The Commute

• Jason offers personal anecdotes about wasted commute time and its psychological toll:
  • “This time feels so wasted...There's no benefit to be gained during that time.” —Jason [06:14]
  • Amy adds that for many (especially outside major metros with good transit), commute is a net negative ([06:50]), though acknowledges some people appreciate the routine.

B. Productivity & Innovation Myths

• Productivity: Jason and Amy challenge the assumption that in-person work is more productive, noting lack of evidence that mandatory office presence increases profitability ([07:42]).
• Innovation: While they concede there’s energy in in-person collaboration, Jason argues unmet basic needs (wifi, desks, restrooms) and a lack of psychological safety negate any creative advantage:
  • “You can't be creative if you're like, I don't know where I’m going to go to the bathroom this afternoon.” —Jason [10:11]
  • “That seems to be a very strong signal that you are not important, your success is not important.” —Jason [11:11]

4. Navigating Change: Employee & Manager Perspectives

When Your Remote Job Goes In-Office

• Amy shares the story of a friend hired for a remote role, now forced into five-day in-office work ([12:29]). The issue: a major “rug pulled out from under them” feeling without transparent reasoning.

Advice for Employees:

• Assess if you’re in “survival mode” (need a paycheck) or if remote is a must-have ([13:48], [15:12]).
• If you can manage the transition, use the time to job-hunt for another remote role ([17:13]).
  • “The way this decision was made is an ill omen for how this company is being run.” —Jason [17:45]

Advice for Managers:

• Even if managers lack control over the decision, they should guide direct reports on making the arrangement work as best as possible ([12:29], [34:49]).
• Listen empathetically and solicit feedback.

5. Human Connection: Weak Ties & Burnout

• Burnout rates are similar for remote and in-person, but hybrid appears best for well-being ([22:00]).
• The importance of “weak ties”—casual, regular interactions like with your barista or in the office—impacts belonging and satisfaction ([23:27]-[24:40]).
  • “The value of someone stopping by your office to say, ‘Hey Jason, how you doing?’ —that sort of interaction is very important for a healthy psyche.” —Jason [26:23]
• Remote work often fails to recreate informal connections, making intentional “social hygiene” (frequent one-on-ones, non-work chatter) essential ([27:28]).
• However, in-person “weak ties” (interruptions) can backfire for those needing deep focus, especially in open offices ([28:47]-[32:07]).

6. Equity & Hidden Downsides

• Research shows women report lower satisfaction with in-person work, especially on mentorship and collaboration ([33:05]), countering some common pro-office arguments.
  • “Women, especially compared to men, rated mentorship much lower in person.” —Amy [33:38]
• Neurodivergence and different work styles are often ignored in cookie-cutter office mandates.

7. Making Office Policies Work—Actionable Advice

For Employees:

• Assess your needs and limits honestly—can you adapt, or do you need to look elsewhere ([38:55])?
• If you’re struggling, advocate for accommodations (e.g., noise-canceling headphones, seating preferences).

For Managers:

• Proactively solicit feedback; truly listen to concerns ([38:11]).
  • “Start by soliciting feedback... acknowledge it, take visible steps to address their concerns.” —Amy [38:11]
• Focus on creating as optimal an in-office experience as you can: organize spaces by function (quiet zones, social areas), offer small amenity fixes ([36:08]).
  • “If you have a hot desk set up, make sure it’s clear some of them are interruptible... others are not.” —Jason [41:01]
• Use this moment to reset team norms—don’t just default to old ways.

Organization-Level Wisdom:

• What matters is not where people are, but what you do with them when they’re there ([42:01]).
  • “It doesn't really matter where you ask somebody to be. What matters is what you do with them once they're there. And that requires intentionality.” —Amy [42:01]

8. Radical Candor Checklist [38:11–42:01]

1. Solicit Feedback: Make space for employee feedback on new working arrangements. Acknowledge and act on concerns.
2. Evaluate & Adapt: Employees—decide if returning is livable or if it’s time to look for a new job; don’t quit until you’ve figured out your next step.
3. Preserve the Good: In change, ask what you liked about remote/in-person—fight to keep what matters most.
4. Rebuild Norms: Don’t accept pre-pandemic defaults. Establish new (or better) collaboration/process norms that match the current reality and needs of your team.

Memorable Quotes & Moments

• “You can’t be creative if you’re like, I don’t know where I’m going to go to the bathroom this afternoon.” —Jason [10:11]
• “The way this decision was made is an ill omen for how this company is being run.” —Jason [17:45]
• “Maybe you like it more than you thought that you would, and at least you’ve given it an opportunity.” —Jason [39:10]
• “What matters is what you do with them once they’re there. And that requires intentionality.” —Amy [42:01]

Timestamps for Key Segments

• [01:07]: State of return-to-office—data & anecdotes
• [03:26]: Radical Candor’s remote-first rationale
• [05:54]: The real cost of commutes
• [07:42]: Productivity and innovation arguments under scrutiny
• [10:11]: Basic needs & psychological safety
• [12:29]: Navigating imposed workplace changes—employee story
• [15:12]: Survival mode & hierarchy of work needs
• [22:00]: Burnout—data on in-person, remote, hybrid differences
• [23:27]: Importance of weak ties and casual interactions
• [28:47]: Focus time, interruptions, and open office downsides
• [33:05]: Gender and generational differences in satisfaction
• [34:49]: Advocating for your needs upon return
• [38:11]: Radical Candor checklist & actionable tips
• [42:01]: Closing: What matters is intentionality

Final Thoughts

Returning to the office is about much more than location. Organizations and leaders need to proceed with humanity, intentionality, and Radical Candor—listening to concerns, preserving the parts of work that matter, and forging healthy new norms for work in this changed world.

“You don’t have to go back to exactly the way things were before. This is an opportunity to create a new set of norms.” —Jason [41:05]