Narrator: On the morning of Thursday, March 12, 2020, life was proceeding as normal for author Laura Vanderkam and her family. Her husband commuted to his office, her five children went to school, and she worked from her home office, a routine she had followed for years. But by that afternoon, everything had changed. The governor ordered schools to close, and her husband was told to work from home indefinitely. Suddenly, millions of people were thrust into a massive, unplanned experiment in remote work. The old arguments against it—that people couldn't be trusted, that collaboration would suffer, that productivity would plummet—were swept aside by necessity. What this global shift revealed was that not only was remote work possible, but it could be a powerful strategic advantage. In her book, The New Corner Office, Laura Vanderkam argues that the future of work isn't about replicating the physical office at home, but about seizing the opportunity to build a more productive, flexible, and fulfilling professional life.

Narrator: The fundamental shift required for successful remote work is moving from a culture of presenteeism to a culture of results. In a traditional office, managers often rely on seeing people at their desks as a proxy for productivity. In a remote setting, this is impossible. Vanderkam argues that this is a blessing, as it forces a focus on what truly matters: the work itself. The new rule is to manage by task, not by time.

This principle is powerfully illustrated by the story of Meredith Monday Schwartz, the CEO of Here Comes the Guide, a company that helps couples find wedding venues. In 2008, after taking over the company, Schwartz found she was far more productive working from home. She suspected her employees would be too. The company began a gradual transition, first allowing one remote day a week, then two. Eventually, valued employees started moving away for personal reasons, and instead of losing them, Schwartz let them continue working remotely. By 2016, the company had closed its physical office entirely.

To make this work, Schwartz adopted a simple but profound management philosophy. As she puts it, "I manage more to the task than to the time. I’m constantly asking, ‘What is the result we’re looking for here?’ Man, I ask that question a million times a day. It’s my North Star." By focusing on results, she gives her team autonomy and trusts them to manage their own schedules. The outcome has been remarkable: the company has almost zero turnover, a testament to a culture built on trust and a shared focus on accomplishment rather than hours logged.

Narrator: Without the built-in structure of a commute and a 9-to-5 office schedule, remote workers must become the architects of their own days. Vanderkam emphasizes the importance of establishing a daily rhythm to manage energy, focus, and the boundary between work and life. This isn't about rigid scheduling but about creating intentional routines.

A key part of this is creating rituals to open and close the workday. Tim Peters, a lawyer who worked remotely long before the pandemic, developed what he called a "fake commute." Every morning, he would walk his two children to school and then walk back home. That short walk provided fresh air and, more importantly, a mental transition. By the time he returned home, he was in work mode. Similarly, an end-of-day ritual, like reviewing accomplishments or tidying the desk, signals to the brain that the workday is over, preventing work from bleeding into personal time.

Vanderkam also highlights the power of customizing work schedules to match personal energy levels. Debra Scott, an IT project manager, needed to collaborate with teams in Southeast Asia. Instead of forcing herself into a standard workday, she adopted a split shift. She worked four hours in the morning, took the afternoon off to be with her family, and then worked another four hours at night, which was daytime for her colleagues. She realized the evening hours she used for work were previously spent on unproductive activities like watching TV. By finding a rhythm that worked for her unique situation, she became more effective and achieved a better work-life balance.

Narrator: A common fear about remote work is that it erodes connection and makes team building impossible. Vanderkam counters this by showing that with intentional effort, remote teams can build incredibly strong bonds and collaborative cultures. In fact, remote work offers a significant strategic advantage: access to a global talent pool. Companies are no longer limited to hiring people who live within commuting distance.

Amy Laski, founder of the PR firm Felicity, built her company on a virtual model from the start. Her goal was to attract seasoned professionals who wanted better work-life integration. As she says, her virtual structure means clients invest in "brains not bricks." To foster connection, her fully remote team has an annual one-day "Urban Retreat," a carefully planned in-person event that respects everyone's time while building camaraderie.

Even small, informal rituals can make a huge difference. During the pandemic, Erin Ruane, a senior vice president at homes.com, started virtual home office tours. Employees would show off their workspaces, homes, and even introduce their families and pets on video calls. This simple activity humanized the virtual experience and created a powerful sense of personal connection among colleagues who had never met in person. The key is intentionality. While water cooler chats don't happen spontaneously, they can be re-created through scheduled virtual coffees, dedicated chat channels, and mindful check-ins that go beyond work-related topics.

Narrator: The autonomy and flexibility of remote work are not just about convenience; they are tools for nurturing ambition and advancing a career. By freeing professionals from the rigid confines of the traditional office, remote work creates the time and mental space to think big, try new things, and pivot strategically.

Vanderkam shares a personal story that illustrates this perfectly. In 2017, while on a solo writing retreat to finish a book, she took a break and browsed a favorite blog run by Sarah Hart-Unger. She saw a post where Sarah mentioned she was thinking about starting a podcast. Having the mental space to recognize an opportunity, Vanderkam reached out and proposed they start one together. A month later, their podcast, Best of Both Worlds, was launched. This small, speculative bet, made possible by stepping away from her daily routine, marked a significant pivot in her career.

The book encourages readers to formalize this process of ambition. One technique is creating a "List of 100 Dreams," an unedited list of anything one might want to do or achieve. This exercise pushes beyond conventional goals and uncovers deeper aspirations. Another strategy is to actively seek feedback through mastermind groups or accountability partners. This formalizes the process of getting support and new ideas, which can be crucial for career growth when you don't have daily, informal interactions with colleagues. Ultimately, remote work provides the control to say "yes" to big, exciting opportunities by creating the space to pursue them.

Narrator: Working from home offers a unique opportunity to design a work life that actively promotes well-being. Data suggests remote workers are often happier and healthier. A TINYPulse survey found remote workers rated their happiness at 8.10 out of 10, compared to 7.42 for all workers. Another survey found they get 25 more minutes of exercise per week. This is because they have more control over their environment and schedule.

Vanderkam stresses the importance of investing in a proper workspace. She recounts her own miserable experience working on the floor for months after a desk didn't fit in a new apartment, which led to back pain and a sour outlook. Investing in an ergonomic chair, a good desk, and proper lighting isn't a luxury; it's essential for long-term health and productivity.

Beyond the physical setup, remote work allows for healthier habits. With a kitchen just steps away, it's easier to prepare a healthy lunch than to rely on takeout. The flexibility in the schedule makes it possible to build in "little adventures," like a midday walk in a new park or a quick trip to a museum. These novel experiences make life more memorable and prevent the feeling of days blurring together. By consciously designing a workday that includes movement, healthy food, and moments of joy, remote workers can create a sustainable and fulfilling professional life.

Narrator: The single most important takeaway from The New Corner Office is that remote work is not about compromise; it is about optimization. The greatest mistake an individual or organization can make is to simply try to replicate the old office environment in a virtual setting. The real opportunity lies in embracing a new mindset focused on results, intentionality, and trust.

The challenge this book leaves us with is to stop asking how we can make remote work function like the old office, and start asking how we can use its inherent flexibility to design a better career and a better life. Are you managing your tasks or just your time? Are you building a rhythm that serves your energy, or are you a slave to a clock? The new corner office is not a physical space; it is a state of mind, and it is available to anyone bold enough to claim it.