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There's a connection to the return to office mandates here: the managers who don't see how anyone can work at home are the ones who've never done anything but yap in the office for a living, so they don't understand how sitting somewhere quiet and just thinking counts as work or delivers value for the company. It's a critical failure to appreciate that different people do different things for the business.

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That is a hugely simplistic take that tells me you never managed people out coordinated work across many people. I mean I a more productive individually at home too, so are probably all my folks in the team. But we don’t always work independently from each others, by which point having some days in common is a massive booster

There is a spectrum: at one extremity is mandatory in-office presence every day; at the other is a fully-remote business. For any given individual, and for any given team, the approach needs to be placed on that spectrum according to what it is that that individual or team does. I'm not arguing in favour of any position on that spectrum; I'm arguing against blanket mandates that don't involve any consideration for what individuals in the business do.

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