THE FUTURE OF WORK MAY BE MORE FLEXIBLE THAN YOU THINK
As companies continue rolling out return-to-office (RTO) initiatives—many aiming to return to pre-COVID office norms—employees are pushing back. A member of our Communications & Engagement Roundtable once said, “This is an unwinnable topic.”
I find myself grappling with both perspectives. I understand the drive for productivity and business success. At the same time, I witness employees wrestling with deeper questions about purpose, balance, and how work fits into their lives.
Hybrid work emerged from the COVID crisis. Yet, the office model we once knew may not be the answer. To move forward—productively, profitably, and sustainably—we need a true mindset shift.
Cali Williams Yost put it best in her rebuttal to the Harvard Business Review Article, “Hybrid Still Isn’t Working.”
“You can't tactically patch a flexible work model that was executed under crisis circumstances, which most were during the pandemic…The foundational parameters of the model—where, when and how work happens best—were never intentionally defined to meet the unique realities of a business AND its workforce.”
That quote brought Olivia back to her master’s thesis on dispersed teams—and she wholeheartedly agrees.
At The Start is fortunate to operate with what I call “extreme flexibility.” It’s a model I’ve long championed and it means rethinking not just where and when we work—but why and how.
Some will argue it can’t work—we all know that one apple that spoiled the bunch. But I still believe it’s possible. It’s a model that thrives on positive intent, trust, and personal agency.
It allows people to integrate work and life, not pit them against each other.
EXPERIMENTING WITH EXTREME
The future of work isn’t about choosing between remote or in-office. It’s about defining how we meet shared goals—while honoring individual autonomy and performance.
Experimenting with extreme flexibility might look like:
Work from anywhere (on hybrid days or if remote)
Offering unlimited PTO
Supporting professional and personal development stipends or designated time for unstructured work, thinking and ideation
Implement sabbatical programs
Supporting neurodiverse employees with flexible arrangements
This approach isn’t one-size-fits-all. But businesses can experiment to find the right balance—whether that includes in-office days or not.
ARGUMENTS AGAINST + COUNTERPOINTS
Harvard Business Review cites common fears: loss of culture, declining productivity, lack of structure. And in some cases, those concerns are real.
One of our clients, forced into long-term remote work for its corporate employees during the pandemic, struggled with a remote-first model. Inconsistent management and unclear expectations, among other factors, hurt performance. They recently invested in new offices and created clear, consistent policies—with stronger support for team leaders and clearer expectations.
We also work with several manufacturing and consumer companies with predominantly frontline employees. If a business can only operate when people are physically present, it makes sense to factor that into the level of remote flexibility for those in office roles. In those cases, other types of flexibility may make more sense.
While these models differ from mine, I respect and understand the approaches. What stands out is the clarity—paired with communication, leadership support, and space for autonomy.
FLEXING AT THE START
When I started this business, flexibility wasn’t a perk—it was a necessity. Now, it’s part of what we offer to our team. I asked a few colleagues to share what it means to them.
I asked our team to share their thoughts, and this is what they said:
“Working remotely has allowed me to build trusted relationships across the globe while living a life that brings me joy. I’ve worked poolside in Arizona to beat the heat, taken 5 am morning calls with East Coast teams, and stayed up late while traveling in Europe to stay in sync with my colleagues. I even managed a full client load while continuously road-tripping to every national park in the lower 48. Flexibility doesn’t diminish my work—it fuels it.” - Olivia Corey
“Flexibility lets me work when I’m sharpest. I’m a morning person, so I start my day with deep client work and use slower afternoons to recharge. It helps me bring my best self—and best work. I recently worked remotely from North Carolina to spend time with family and even visit a rescue animal sanctuary. Thanks to Slack and email on my phone, I’m always plugged in and available for my clients and team.” - Sarah Sanzari
Culture and connection matter. And they’re absolutely possible without shared walls.
“In May, we met in New York City for an off-site where we talked about the future of ATS and the work we do, explored the city with a walking tour spotlighting badass women of the financial district, grabbed dinner, and even caught a show together, John Proctor is the Villain, which we highly recommend! We’re not in the same space daily, but we’re connected—and building culture in meaningful ways.” - Sarah Sanzari
Most recently, Isabella and Sarah worked together as volunteers for NYC Pride.
“It was so great to spend time with Sarah and work with her in a different capacity than usual at Pride. It helped us connect on something meaningful outside work—and then reflect on the experience with the rest of our team during our weekly connect.” — Isabella Ramos
CLOSING NOTE
Sometimes I miss being in an office with my team. When that happens, I take it as a sign to ask what I need—and what my business needs at that moment.
Case in point: after a full-speed stretch this year, I felt burnout creeping in. So I made a change. I’m writing this from Maine, where I’m spending three weeks working remotely from different spots along the coast.
The result? More clarity, more creativity—and less stress. Also, this view…
Extreme flexibility won’t work for every company. But for many, it’s a model worth exploring. When we build systems based on trust, intention, and clarity, flexibility becomes a business advantage—not a liability.