From malfunctioning WiFi to epic commutes and offices mysteriously out of toilet paper, the “return to office” era is serving up workplace absurdity on a silver platter. Jason and Amy blow past the corporate spin and get Radically Candid about the “back to the office” push: why it’s often more about control than collaboration, how companies overlook basic human needs, and the ways these policies can quietly erode trust, productivity, and psychological safety. From generational gripes to the myth that face time means innovation, they call out the real reasons so many leaders want butts in seats—and why those reasons rarely hold up. Who’s actually benefiting from all this office hoopla? Because at Radical Candor, we believe real leadership means listening, adapting, and making work suck a whole lot less—even if it means challenging the status quo.

Get all of the show notes at RadicalCandor.com/podcast.

Episode Links:

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Chapters:

(00:00:00) Introduction

Jason and Amy introduce the episode’s topic on return to office trends.

(00:01:28) The Radical Candor Remote Philosophy

Why the company is remote-first and the downsides of in-person work.

(00:06:41) Office Productivity & Innovation

Whether productivity and innovation improve when in office. 

(00:10:27) Navigating Unwanted Change

Advice for employees facing unwanted return-to-office changes.

(00:16:13) Should You Stay or Should You Go?

Evaluating if you should start job hunting or try to adapt to the new reality.

(00:19:17) Burnout, Hybrid, and Hidden Costs

Research on burnout and the importance of workplace social connections.

(00:24:19) The Cost of Constant Interruptions

Challenges with distractions and productivity in office environments.

(00:30:22) Generational and Gender Gaps

Differences in RTO satisfaction in different demographics.

(00:32:07) Having Effective RTO Conversations

Advocating for your needs and establishing new office processes.

(00:35:29) Radical Candor Tips

Tips for employees and managers navigating return-to-office mandates.

(00:39:48) Conclusion

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