Remote Work: A Double-Edged Sword for Women’s Career Growth

Debbie Crosbie, the chief executive of Nationwide, has raised a red flag about the impact of remote work on women’s professional development. The pandemic ushered in a seismic shift in how we approach work—normalizing home offices and flexible schedules. But Crosbie’s insight sheds light on a potentially troubling trend: women working remotely are at risk of missing out on critical career-boosting opportunities simply because they are not in the office as often as their male counterparts.

As she articulated in her recent interview with BBC Radio 4, “what we find, certainly at Nationwide, is that men are more likely to come into the office than women.” This statistic isn’t just a number—it underscores a disparity that could lead to unequal chances for advancement. The traditional office environment serves as a breeding ground for mentorship, visibility, and networking—a place where career trajectories can be defined. For women, especially those balancing family responsibilities, the challenge becomes twofold: they are not only navigating the demands of their careers but also managing home life—an intricate ballet that often sidelines their professional aspirations.

Crosbie is candid about her own experiences, stating, “I benefited enormously from watching some really excellent leaders and how they navigated challenging problems.” It’s a powerful reminder of the importance of observation and learning through proximity—skills often honed in a shared workspace. The office isn’t merely a desk and a chair; it’s a dynamic environment where creativity thrives and ideas evolve through casual conversations and quick exchanges by the coffee machine.

The timing of her warnings is particularly poignant. As societal norms are shifting and more women are opting to have children later in life—often in their late 30s when senior promotions frequently arise—a critical window for development and advancement could be closing without them even realizing it. “We have to be really careful that we don’t prevent women from accessing development-watching,” Crosbie emphasizes. The concern is palpable: if casual interactions and mentorship opportunities diminish, so too may the chances for women to step into leadership roles and make impactful decisions.

In a world that increasingly champions equality and inclusivity, these revelations pose vital questions about the future of work and the implications of remote policies. Organizations must acknowledge that while flexible work arrangements offer undeniable advantages, they can inadvertently exacerbate gender disparities. Leaders must confront these challenges head-on—reassessing strategies to ensure that every employee, regardless of gender, has the tools and opportunities they need to succeed.

Crosbie’s insights are not just observations; they are a call to action for businesses to rethink their approaches to remote work. It’s about fostering an environment that actively promotes the participation and visibility of women in the workplace—no matter where that workplace is. The transition back to the office post-pandemic can’t be a race to ‘return to normal’—it must be a thoughtful evolution into a more equitable future where everyone has a seat at the table and a chance to rise.