Beyond Convenience: How Remote Work Became a Lifeline for Safety and Productivity

For many of us, our first remote work experience was in 2020. It was a reactionary, chaotic introduction to working from home amidst a global crisis. And yet—as the ever-adaptable humans we are—many of us discovered we could not only adjust but thrive. Without the distractions of the office, it became easier to focus, to think, and in many cases, to lead. For caretakers, it was (slightly) easier to manage home and work demands. For introverts, it offered an escape from some of the unnecessary face time of full-time on-site work.

Remote work changed more than our location

While remote work made most of us feel safer from a public health risk, it also created safety in other, more personal ways. It might have meant feeling more comfortable contributing in group conversations, knowing when and how to participate. For others, it offered emotional safety—the chance to manage stress in a fully controlled environment. And for some, particularly those who’ve experienced workplace bias or exclusion, remote work meant facing fewer microaggressions and less daily trauma. There’s no question that for many, remote work wasn’t just safer for public health—it was safer, period.

Now, as more companies roll out return-to-office mandates, it’s understandable that some employees feel caught in the middle. You’ve built a routine that works, and now you're being asked to step back into a model that may no longer serve you—or your best work. Research backs up this reaction. According to the American Psychological Association, workers who experience a high sense of psychological safety are more productive, ask more questions and admit mistakes sooner.

Build and maintain trust (remotely) through increased communication

If you're staying remote while others return to work, the challenge is not just about staying in the loop—it’s about signaling that you’re engaged, present, and part of the team, even when you're not physically in the office. Communication is key here, and when you're remote, it takes extra intentionality to ensure your team knows you’re not just working—you’re contributing meaningfully.

Begin by clarifying expectations around the return-to-office policy. Know what’s required in terms of presence, availability, and responsiveness. Then, establish a rhythm of regular communication—weekly check-ins, team updates, and quick daily stand-ups can reinforce your presence. These interactions help keep remote workers from becoming “out of sight, out of mind.”

Staying remote might mean prioritizing structure and organization

When working remotely, maintaining your own structure becomes more than a productivity tool—it becomes a safeguard for your sense of control and calm. The more intentional your environment and schedule, the easier it is to navigate the uncertainty that comes with hybrid expectations. And to be frank, if you have structure and communicate a schedule, it can also help assure those in the office that you’re “actually” working. One reality of working from home when others are not is that you may have to accept more ownership of proving this model can work for you—and your colleagues.

Create a physical and mental boundary for work at home. A dedicated workspace, even if it’s a small corner, can make a significant difference in your focus and performance. (If at all possible, keep that small corner out of the bedroom. That is a whole other boundary problem.) It helps reinforce to yourself—and others—that you’re in work mode. In parallel, setting a consistent schedule helps restore the rhythm that an office environment naturally imposes.

Recognize, and accommodate, the limitations of remote work

Even when remote work suits your productivity style and you sense of safety, it comes with emotional and logistical hurdles. Recognizing these challenges early—and planning for them—helps you stay grounded while others transition back into the office. Remote work can be the right option for you, and yet it won't be perfect. That’s ok. But be aware that removing office noise also means losing office connection in the organic, in-person way we’re used to.

Connection is key to countering isolation. Remote work can quietly magnify feelings of loneliness, especially when the rest of your team is bonding face-to-face. You’re not going to notice it right away, so it’s likely to slowly build into a general sense of distancing. Try to proactively avoid that. Instead of waiting for social moments to happen, create them: suggest a virtual coffee catch-up, join informal chats, or participate in remote-friendly team events. These interactions might feel small, but they send a strong message—you’re part of the culture, not just the workflow.

Advocate for yourself without waiting for permission

Remember that psychological safety isn't just about how others treat you—it’s also about how confidently you assert your value, your boundaries, and your concerns. Advocacy is a key component of resilience.

Ask for feedback to stay visible and engaged. Proactively seek input on your performance, not just during formal reviews, but in regular conversations with your manager or peers. Framing feedback as a chance to improve shows that you’re invested in your growth and in contributing to the team. That visibility helps protect you from being overlooked, and reinforces your presence, even from a distance.

Raise concerns constructively and push for flexibility when needed. If something in the return-to-office plan doesn’t work for your role or life circumstances, speak up—early and respectfully. Frame your requests around outcomes, not preferences, and focus on what your work delivers. If the results are strong, they become your best argument for continued flexibility.

You can make work from home work for you

You don’t need to be in the office to be present, and you don’t need to be in-person to be engaged. As companies redefine where work happens, remote employees have to be more intentional about protecting what makes them feel safe, engaged, and effective. That starts with communication, structure, and self-advocacy—but it’s rooted in the belief that psychological safety isn’t just for those in the room. It’s for everyone contributing, wherever they are.