The pandemic has forced organizations to recognize that they need to address proximity bias to adapt their work culture to the hybrid and remote future of work. Proximity bias is the unconscious perception that those with close proximity to their team or leader are better employees. These employees tend to get preferential treatment to those who are not.

Remote work has exacerbated the problem. Employees may have different office schedules: Some essential employees might be there full-time, others will be there one to three days a week, and some may be fully remote. The danger of resentment building up between “haves” and “have nots” around schedule flexibility calls for a work culture that addresses such issues. Leaders who want to seize a competitive advantage in the future of work should use research-based best practices to create a culture of “excellence from anywhere” to address these concerns. This cultural best practice is based on guidance I provided for leaders at 17 major organizations to develop and implement effective strategies for a work culture suitable for the future of work.

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