Communicating Back to the Office Decision

Bob Iger, CEO of the Walt Disney Company

Working from home for those granted with that opportunity is not a reality that many employees want to surrender. Different organizational leaders however are now communicating expectations to their professionals to return to the office.

Expectedly, resistance is emerging. This emotional storm could morph into a longstanding conflict.

Headline: “Bob Iger demands Disney employees return to the office 4 days per week”

This topic of conversation is also trending on LinkedIn.

How CEOs are communicating this decision is worthy of examining. Are they doing it in a manner that helps lessen stress or is their approach amplifying it? In the case of Iger, he communicated that Disney’s hybrid employees will be in an office at least four days a week beginning March 1, with Monday through Thursday being the company’s preference for in-person workdays.

He detailed his reasoning this way:

“I’ve been reminded of the tremendous value in being together with the people you work with. As you’ve heard me say many times, creativity is the heart and soul of who we are and what we do at Disney. And in a creative business like ours, nothing can replace the ability to connect, observe, and create with peers that comes from being physically together, nor the opportunity to grow professionally by learning from leaders and mentors," Iger wrote.

“It is my belief that working together more in-person will benefit the Company’s creativity, culture, and our employees’ careers,” he concluded.

This is a sensitive, emotional topic for different reasons for people and their families. At question is exactly how skillful, objectively speaking, was Disney’s executive communication.

“On the one hand, Iger clearly communicates his expectations about new hybrid work rules and cites improved collaboration and creativity as the rationale for making the change,” Aaron Endré, founder and CEO of Endré Communications. “On the other hand, this demand — which is more strict than other major companies — is being made in the context of Disney shares falling 40% over the past year; hiring freezes, layoffs, and cost cuts; and a reorganization of Disney's content and distribution division.”

As company communications sometimes do, Disney didn’t give enough attention and care to how this looks to employees.

“Iger appears to be ignoring the optics of this decision,” Endré says. “Disney wants greater visibility into worker-team value so that it can target layoffs, restructure, and reduce costs. If workers believe that the real reason behind this change is merely financial, Iger's email will not feel authentic and he will lose respect.”

There are supporters however of Disney’s decision-making and communication approach.

“Bob Iger did a terrific job of communicating to employees his plan for remote employees to return to work,” says Caroline Duggan, chief brand officer for Lumineux.

“First, he laid out his expectations. Second, he provided his reasoning in a compassionate way that focused on the positive aspects of an in-office environment. Third, he gave them two months to prepare before the return went into effect.”

She says this is in stark contrast to what another high-profile CEO did in his company.

"Iger did the exact opposite of Elon Musk who mandated employees return immediately or not have a job,” she points out. “Whereas the media and social media rapidly villainized Musk, there has been almost no pushback on Iger.”

The difference, Duggan says, is the approach, an honorable one she asserts.

“The primary reason for this is how differently Iger handled the situation. Iger provided consideration for the employees and tapped into the heart of Disney being the creativity and collaboration of its employees. Iger also left employees with some flexibility by only requiring four days in the office. He provides a great example for other companies to follow.”

For critics of Iger — and other CEOs expecting a return to the office — there has to be a plan for an angry reaction to the new company rules. How will the leaders in the hierarchy communicate in a way that is influentially effective and also sensitive and respectfully persuasive?

“Listen. Answer questions. Be honest. Approach any response with compassion. Connect the dots for employees so that they understand why this change benefits them,” Endré says succinctly.

Communications consulting or ongoing advisory is not always expertise leaders utilize, especially for flammable issues. That decision to do so, however, can provide helpful and protective insights. In the case of Iger and Disney, there are some recommendations.

“With many employees wondering why they now need to come into office when they've been productive the last few years at home, executives need to go above and beyond in making a compelling case where they clearly explain why the change benefits the employees, benefits customers, and benefits the company as a whole,” says Robin Pou, executive coach, author and founder of a leadership development firm.

“Put simply, people do not like being told what to do. I see the best leaders working to thoroughly explain the benefits and the broader context behind their decision in a way that employees do their own calculus and are able to understand why it makes sense for them to comply — not because they have to, but because they want to.”

Understanding and respecting the emotions, feelings and the humanity of workers is important. There are reasons behind the reactions and behavior, Endré says.

“Sensitivity is of utmost importance. Many workers appreciate hybrid work because it enables them to be more present caregivers, live farther away from the office, spend less time commuting, reduce their own personal health risk, and so on.

“Some of the decisions made during COVID — such as taking on a caregiver role, having a small child, or moving farther away from the office — are not easily changed to accommodate a standard work schedule,” he says.

With deeper understanding, there might be a way for leaders to help employees, resulting in less stress and organization-leader-employee relationship animosity, Endré says.

“Company executives should be aware of the reasons why their employees prefer hybrid work and try to accommodate them when possible.

“When it is not possible to accommodate hybrid work, be 100% honest about the reason and approach it with humility and understanding. Virtually no one appreciates having the terms of their work schedule dictated — especially when they have become accustomed to flexibility and choice.”

In the end, it’s simple to remember that, Endré says, “carrots are better than sticks.”