By Arianny Damian
What does your return-to-office story look like? For professionals in community association management, RTO is a personal experience—shaped by more than job function.
In March, to mark Women’s History Month, the Columbus Chapter of CAI hosted a panel featuring women in leadership—each with a different approach to remote, hybrid, or in-person work. Their insights revealed a shared reality: many professionals aren’t shaping the future of work—they’re choosing where they’re allowed to land within it.
There are real benefits to physically being in the room. As Kristy Daniel of Elford Realty shared, "It's just sort of like learning by default when you're around folks." Offices offer proximity to leadership, visibility, and informal mentorship. A study co-authored by Professor Deborah Gray at Central Michigan University highlights how women often miss out on networking opportunities when not physically present. Traditionally male-dominated spaces, like golf outings, often double as informal decision-making hubs. It’s been shown- spaces where women aren’t present can limit career progression.
The pandemic triggered life changes—relocations, caregiving shifts, and a reimagining of productivity. “I moved out of the city during COVID. Now I have a commute,” said Haley Bogotay of Collective House Realty. These aren't temporary decisions. They're structural—and reversing them takes more than policy updates.
Flexibility is now a baseline expectation. “Right now, if you're not offering a hybrid model, other companies will,” Kristy added. RTO mandates risk attrition and raise questions of inclusion and autonomy.
Remote work also has its complications. “If they know you’re connected at home, they may expect you to always be available,” Kristy warned. The erosion of work-life boundaries often impacts women, who frequently shoulder invisible caregiving labor.
As Erin and Kristy also noted, “It’s less about gender, more about the whole family setup.” While the conversation was women-driven, the topic is broader. When one person becomes the default caretaker, the entire household feels it.
For women transitioning back, panelists offered this advice: advocate early, communicate clearly, and build in flexibility where possible. Structure your return like a project—plan for the commute, line up support at home, and protect your boundaries. Grace, not guilt, is essential.
The generational divide, however, adds complexity. Today’s young professionals were onboarded remotely. “These kids grew up on their phones. Their expectations are different,” Kristy said. That doesn’t make them less driven—it means their experience has been different. If hybrid work was initiated but replaced by rigidity, it can feel like a bait and switch. To build strong teams, we have to start with transparency.
Beyond office walls, these decisions ripple outward. Local businesses thrive when professionals return. But forcing that return risks undercutting the culture companies hope to rebuild. As Kristy put it, “People will return when it feels like a choice—not a mandate.”
For community association leaders, the opportunity is clear: build environments that work for people. That means flexibility, real support, and clarity around what in-person time should accomplish. RTO shouldn’t be a retreat—it should be a redesign.