Everyone works differently. Some prefer the energy of a collaborative workplace with lots of discussions and frequent interaction while others need solitude and silence to focus on the tasks at hand. We can carry this notion over to the current debate over the efficacy of remote work schedules. While some employees thrive in the flexibility remote work offers and have become more productive over the past 18 months, others feel isolated and find it difficult to remain productive. The solution seems simple; offer a hybrid work model where employees who wish to return to the office can, and those who prefer to work from home will remain there. However, this popular solution might not be the silver bullet some business leaders assume it is. The rising popularity of hybrid work models has led to an unintended consequence—the rise of remote work anxiety. Remote workers fear that their colleagues who are better able or better equipped to work in person will grow their careers much faster than them and worry that hybrid models might create “in” and “out” groups in their workplaces’ cultures—an “out of sight, out of mind” situation. To combat this anxiety, business leaders considering hybrid work models need to positively affirm their employees that choose to continue to work remotely and prioritize inclusion to prevent divisions from forming in the ranks.