The return-to-office (RTO) debate is … heated. The pandemic proved the viability of remote work, but more and more companies are requiring sales reps and other professionals to return to offices three-, four-, or five-days a week.

Sales leadership is being forced to decide between two different philosophies: Do they believe that remote work provides access to top sales talent across the country, enabling them to build stronger, more diverse teams? Or do they believe that having salespeople in the office leads to better performance through face-to-face collaboration, faster feedback loops, and visible effort?

This choice reflects a sales organization’s priorities — whether they value the flexibility and talent advantage of remote work or believe that in-office presence drives higher sales productivity. How leaders answer this question will directly impact team performance, morale, and the company’s bottom line.

Arguments for In-office and Remote

Why Some Argue for Returning to Office

For some sales leaders, being in the office offers undeniable advantages. It may promote spontaneous collaboration, and conversations with colleagues can spark innovative solutions or new approaches to prospects.

There’s also immediate access to resources like leadership or training materials, which can be crucial, especially for junior salespeople. Training new SDRs and junior reps is traditionally easier in-office, where they can listen to experienced reps handle objections or troubleshoot calls in real time. Remote teams need creative solutions, such as role-playing in virtual settings, to recreate this learning environment.

One key element in favor of in-office work is visibility — simply being seen working can influence how productive someone is perceived to be.

The Argument for Remote Sales

On the other hand, remote work offers flexibility, which often leads to happier, more satisfied sales reps. Happy sellers may stay longer, reducing turnover. Also, when hiring for remote sales jobs, sales orgs can recruit from a much larger pool of candidates. This often means that they’ll be able to build a more talented team than they could if they were limited to just their local region.

For senior reps, remote work is nothing new. Top performers have historically had the freedom to work from anywhere as long as they consistently hit quota.

The Real Challenges: Measurement, Mid-Performers, and Management and Mentorship

In sales, performance metrics have always been the measure of success. Whether it’s meetings booked for SDRs or bookings for account executives, sales has always been focused on the numbers. Those sellers at the top of the leaderboard will rarely be questioned — whether they’re remote or in-office.

Measuring and Managing Mid-Performers is the Challenge

Where things get challenging for managers is below the top-tier of performance.

For those sellers who have missed their numbers — whether by 5% or by 50% — the first questions that a manager will typically ask are around activities: How many calls did you make? How many opportunities did you create? How much time did you dedicate to prospecting?

While many of these may be tracked in the CRM, anything short of a closed deal is inherently subjective. And this is where in-office and remote workers may be treated differently.

A manager will try to help a rep break down their activity funnel to determine where they fell short, but without being able to witness a salesperson’s efforts in person, they may question what’s in the CRM.

The Dynamics are Just Different

For better or worse, relationships are built more easily and quickly in person. Impressions about intangibles like work ethic, intelligence and creativity are usually built as much around informal interactions as they are based on one’s performance on sales calls or presentations.

When a rep is struggling, it’s human nature for the manager to factor in things that don’t show up in the numbers.

“Jamie is a hard worker.”
(And I know because she’s always the first person into the office.)

“Jamie leads the team in calls.”
(And I know they’re real calls because I always see her on the phone.)

“Jamie missed her number this quarter.”
(But I’m confident that her performance will improve.)

A remote sales rep may be less likely to get this sort of benefit of the doubt.

On the flip side, in-person interactions are also more easily influenced by things like gender, ethnicity or common-interests, simply because there is more opportunity for informal conversation. And for some managers, the need to have their team in the office may come down to a desire for control.he fear of losing control is real. Managing remote teams requires trust, and that’s hard to develop if good systems aren’t in place.

RTO May Be RIFs in Disguise

Return-to-office mandates may not actually be about in-office or remote work. RTO demands — at least in some cases — may be an indirect strategy for reducing headcount. By pushing employees back into the office, companies may anticipate that some workers, particularly those who have thrived in a remote environment or have relocated, will choose to leave rather than comply.

For sales teams, this can be a cost-cutting measure, forcing a natural attrition of employees without the need for formal layoffs. It also allows leadership to retain those who are willing to conform to the in-office model, often viewed as more loyal or aligned with company culture.

However, this approach risks losing top-performing remote sales reps who may have no desire to return to an office and can find better opportunities elsewhere. The RTO mandate at Dell backfired spectacularly, with nearly half ignoring the mandate despite losing the opportunity for promotion.

It’s Not About In-Office, Hybrid, or Remote

Regardless of where you work, sales success is ultimately measured by results — deals closed, revenue generated — not hours spent at a desk. Reps who consistently deliver results will have the freedom to work where they’re most productive.

Companies and Leaders Should Leverage Technology for Better Management

To truly enable modern work, leadership must embrace tools that support teams to be successful regardless of the environment. Performance and goals should be tracked meticulously in the CRM, making it easy to measure success without needing physical oversight. Additionally, sales managers need training on how to support both in-office and remote teams effectively, ensuring they feel connected to the company’s goals and vision.

Sales Pros Have to Hold Up Their End of the Bargain

Sellers need to do their part, too. Reps need to showcase their productivity through measurable activities and outcomes.

For remote workers in particular, the age-old question of “have you updated the CRM?” is even more critical. Keep the CRM updated to stay organized and track progress, and make the most of collaboration tools like Slack, Zoom, or Microsoft Teams. These platforms ensure communication stays fluid, and client relationships remain strong, regardless of where the team is based.

This not only proves productivity but also makes it clear that where you prefer to work won’t hinder your performance.

Enhance Communication Skills

Mastering various forms of communication is also crucial for sales reps. Being able to engage prospects and clients effectively in-person, over the phone, through video calls, by emails — they’re all essential skills in today’s sales landscape.

Regular check-ins with both clients and team members can maintain alignment on goals and help build stronger relationships.

Stay Adaptive and Open to Change

The future of work is still evolving. What will prove most important will be how you adapt to changes in where and how you’re required to work.

Whether you’re being asked to return to the office or allowed to continue working remotely, it’s important to remain flexible and adjust to the demands of your environment. These shifts can impact not only your day-to-day productivity but also how you’re perceived by leadership and your long-term career prospects.

The best approach is to stay focused on your sales targets and show that you can succeed in either setting. Strong, adaptable performers and team players will always be in demand.