“See you in two weeks,” people in the office said before all non-essential workers were ordered to stay at home in March 2020. Maybe the work-from-home adventure would last as long as six weeks, I thought.

What none of us realized that day was that this wasn’t just a temporary shift – it was a turning point. By the end of our first week, we had automated cumbersome processes we’d tolerated for years. Projects that used to crawl were suddenly sprinting. That decision to leave the office on our terms didn’t just keep us safe; it set the stage for transformation.

Five years later, we’re a different organization. We have teammates in 10 states, have completed eight major tech projects, deepened our client relationships, and built a stronger, more connected team. What started as a scramble became the spark that redefined who we are.

Since the pandemic, corporate America has been locked in an endless debate: Is it better to work in the office, fully remote, or a mix of both? 

As the CEO of a 40-person organization, I’ve watched these conversations unfold with frustration. Not because the topic isn’t important – it absolutely is – but because so many companies have spent their energy chasing trends instead of looking inward.

The truth is, there’s no one-size-fits-all answer. What works for a tech startup in Silicon Valley might not work for a small business in upstate New York. And yet, organizations have wasted time debating “3/2 flexibility” or “mandating people back” instead of asking the real question: What’s right for us?

At Market Street Trust, we’ve learned that success isn’t about where you work; it’s about how you work together. And that starts with understanding your people, your goals, and what makes your company thrive. These are some of the lessons we’ve learned:

Visibility doesn’t equal productivity
One of the most surprising things about remote work is how it exposed a fundamental truth: visibility doesn’t equal productivity. Before the pandemic, there was an unspoken comfort in seeing employees at their desks. For some managers, it gave a sense of control, even if that control was an illusion. But just because someone’s sitting in an office doesn’t mean they’re getting things done – and remote work forced us to confront that.

At Market Street, we saw this shift almost immediately. Suddenly, we couldn’t rely on the old “management by walking around” approach. We had to get clear about expectations, measure outcomes, and trust people to do their jobs. And you know what? They did.

Managers need to stop equating time with results. Instead, they must learn to define what success looks like, communicate it clearly, and support their teams in achieving it. That’s how you build a culture of trust and accountability, whether you’re in the office or on Zoom.

Relationships don’t depend on proximity
There’s something magical about a little bit of space. In the office, small annoyances can snowball into full-blown frustrations: the smell of someone’s perfume, the way they click their pen, or – my personal favorite – the morning whistling. Remote work changes that dynamic. Suddenly, those petty irritations fade into the background, and you’re able to see your colleagues for who they are – their ideas, their strengths, their unique contributions.

At Market Street, this shift was a game-changer. We became more intentional about our interactions – planning meaningful in-person retreats and focusing virtual meetings on collaboration and connection. Relationships at work don’t depend on proximity. They depend on mutual respect, clear communication, and valuing each other’s contributions.

Flexibility is a foundation, not a perk
Flexibility has become essential for helping people manage life’s demands more effectively, whether it’s caring for kids, pets, parents, or neighbors – or simply taking care of practical tasks like laundry or meal prep. The ability to work from home, eliminate lengthy commutes, and create a schedule that accommodates life’s responsibilities has been transformative. These changes reduce stress and free up mental space, enabling people to be more focused, engaged, and productive during their work hours.

Taking a break to do laundry or walk the dog is a far cry from the smoke breaks of old – it’s a healthier, more productive way to recharge during the day. Importantly, this flexibility isn’t about constantly weaving work and life together but rather creating the freedom to manage both more effectively without feeling overwhelmed.

At Market Street, flexibility isn’t a perk; it’s a foundation for creating an environment where everyone can thrive. By removing unnecessary barriers and offering the opportunity to integrate work and life more seamlessly, we empower individuals to prioritize balance and wellness while delivering their best professionally.

Value outcomes over location
Before the pandemic, being close to decision-makers often meant more opportunities. Remote work flipped that narrative. Suddenly, proximity didn’t matter as much as the quality of your work.

For us, this was transformative. It also opened doors we hadn’t considered before: as a specialized organization, the entire country became our talent pool. By valuing outcomes over location, we’ve built a stronger, more diverse, and more capable team.

Become a more frictionless organization
Long before the pandemic, I had to learn how to lead teams across multiple offices. Managing people in different locations meant I couldn’t rely on proximity to build relationships, guide my team, or mentor individuals. The pandemic didn’t create these challenges – it made them impossible to ignore.

At Market Street, we became a more frictionless organization – embracing change, breaking down old processes, and getting better at what we do.

But at the end of the day, this is a story about doing what’s right for your organization. The real takeaway isn’t about choosing remote, hybrid, or in-office work – it’s about leading with intentionality, learning from the successes of great remote leaders, and letting go of the false sense of security that comes from proximity.

Your team, your culture, and your goals are unique. Don’t let the noise of public debates or the pressure of trends distract you. Focus on what makes your organization thrive. And above all: Do it.