Before 2020, productivity was often conflated with visibility by many organisations. If you were present at your desk, you were assumed to be working. But the abrupt transition to remote working demonstrated that productivity isn't a matter of being surveilled; it's a matter of freedom and the right tools to deliver excellent work. In fact, a UK study conducted by the Productivity Institute discovered that trust accounted for as much as 18% of the variation in how productive firms were during the pandemic. Trust is not a “nice-to-have”. It's quantifiable, and it yields returns.

In spite of this, there are still companies yanking individuals back into the office out of a fear that working remotely equates to slacking off. In a survey by Cisco, 81% of employers questioned remote productivity, and 77% of employees believed these mandates were more about visibility than efficacy. The reality is, trust is more difficult than micromanaging, but also much more powerful.

When individuals are trusted, they're more motivated, engaged, and loyal. Autonomy fuels creativity and innovation. Studies of agile teams demonstrate that autonomy even enhances psychological safety. Conversely, overcontrol drives people away, generating burnout and turnover. Naturally, trust does not imply "anything goes." It implies clarity of outcome and provides people with the autonomy to get there their own way. Hybrid work, when properly implemented, gets this balance right - utilising office days for connection and collaboration, and providing focus time elsewhere. The most progressive leaders spend less time monitoring hours and more time saying: What are we trying to accomplish, and how can I help you do your best work?

The stakes are high. Flexibility is no longer a benefit; it's a necessity. A global survey found that 63% of employees would accept a pay reduction simply to have greater autonomy over how and where they work. Organisations that don't evolve do so at the risk of losing their top talent to those who do.

A strong culture isn’t built on where we sit; it's built when people are trusted to show up and deliver, and whether leaders are brave enough to trust their teams. Organisations that embrace this are already seeing the returns: better retention, stronger engagement, and a reputation as somewhere people actually want to work. Of course, trust is just one part of building a strong culture, not the whole story. From creating psychological safety to nurturing leadership that welcomes challenge and influence, it all connects. 

If you’re curious about the other pieces of the puzzle, check out our other blogs!