378. You Don't Have A Remote Work Problem

Leaders blaming remote work aren't seeing the real issue: they have a trust problem that COVID simply exposed.
You manage visibility and attendance when you should be managing outcomes and results.
There are two types of workers: structured (thrive in 9-to-5 environments) and fluid (thrive with integration and flexibility) — most leaders force everyone into one model.
Productivity actually increased 13-77% with remote work because people could work the way they work best, not the way you feel comfortable seeing.
What you're calling "entitlement" is actually employees knowing their worth and refusing to give up better lives and productivity for your comfort.

Stop managing where people work and start managing what they produce.
Identify who on your team is structured and who is fluid — ask them, they already know.
Build accountability around two questions only: "What are your top 3 objectives?" and "When will you accomplish them?"
If they hit objectives and communicate effectively, the location doesn't matter.
If they miss objectives, have a C.A.R.E. conversation about delivery, not location.

Admit that you want people in the office because you need to see them working, not because it's better for business.
Look at your actual productivity data from the remote period: Did it decrease or improve?