• Meta is offering CEO Mark Zuckerberg a $20 billion stock deal to keep him close to its headquarters.
• The move speaks to a common belief that the best work happens when everyone is together in person.
• Research suggests companies with far-flung CEOs pay a price for that distance.

Meta wants more than rank-and-file employees at the office. It wants CEO Mark Zuckerberg there, too — even if that comes at a hefty price.

The tech giant's board said in a securities filing Wednesday that it would create a new class of non-voting stock in part to keep Zuckerberg in control and give him a financial incentive to continue living near its headquarters. It described his presence at the office as "critically important" to its future success. Meta has required employees to come in at least three days a week since 2023.

Zuckerberg previously told the board he was considering moving in response to a proposed California billionaire tax. The stock deal would give the CEO $20 billion in "immediate liquidity" to cover the tax by selling stock without losing control of Meta, the filing said.

That arrangement carries particular weight at Meta, where Zuckerberg is leading the company's AI push. It also speaks to a common belief that has driven return-to-office mandates: The best work happens when people — including senior leaders — are physically together.

Staying local

Cole Rubin, cofounder of sports technology company FanFeed, said CEOs and other execs are sending a message to employees by physically working alongside them.

"You're not going to question why you're working long hours if you actually can see the leader doing the same," Rubin told Business Insider.

Having bosses in the office can also help a company move faster when unexpected opportunities arise, he said. Employees can walk into a leader's office, get an immediate answer, and act before the moment passes.

"It's not the scheduled calls where the magic happens," Rubin said. "When you have the decision-maker there, it gives people a lot of freedom to be able to feel heard."

A leader's presence is especially important during crises, said Bill George, former chairman and CEO of Medtronic, a medical-technology company. Being together lets executives quickly assess what has happened, gauge employees' reactions, and decide on a course of action.

"We've got to really feel what's going on emotionally, and we actually physically have to discuss it," he said.

George also noted that RTO demands placed on workers can ring hollow if the CEO doesn't follow them. "You've got to be there if your employees are there," he said.

Long-distance tradeoffs

Meta wouldn't have been the first company with a long-distance CEO if Zuckerberg had opted to leave the Golden State.

Brian Niccol was living in California when he was named CEO of Seattle-based Starbucks in 2024. The coffee chain had agreed as part of his hiring package not to require him to relocate. Later, it built a 4,624-square-foot satellite office five minutes from his home so he could work alongside colleagues, Business Insider first reported. Niccol has since purchased a property in Seattle.

Companies with long-distance CEOs don't perform as well on average as those with leaders on-site, according to a 2025 study by Boston College and Arizona State. They also have lower valuations and worse insider reviews, the findings show.

Meta's decision to woo Zuckerberg to stay in California was made by a special committee on its board, which said it was informed by challenges the company faced when he couldn't be physically present with management during the pandemic.

The committee said it didn't want Meta "to face similar challenges going forward."

• While pregnant with my second child, an RTO mandate was issued at work.
• Going into the office five days a week wasn't going to work for me, or for my family.
• I decided to take the leap and build my own business instead.

I never imagined myself starting a business, but after a return-to-office mandate that wasn't going to work for my family, I had to rethink what should come next in my career. I spent a lot of time networking on LinkedIn, and after some encouragement, I started asking myself, "Why not?"

I worked in marketing as a content writer, and I've always been ambitious. I was a top performer at my company, receiving glowing reviews and setting a record for campaign performance. However, there was always a constant pull between time at the office and time with my family.

Being required to show up to the office five days a week simply wouldn't work for me

The office was about an hour from my house, which was fine for two to three days a week, especially with the flexibility to work remotely for additional days as necessary. When they instituted the expectation for a full five days in office with no flexibility at the beginning of the year, I knew it wasn't going to work. I was expecting my second child, and my 5-year-old had a weekly appointment and some commitments I didn't want to miss.

Showing up to my kid's events often meant working from home an extra day or leaving the office early, and even though I was crushing performance metrics, those absences made me feel like I wasn't doing enough at work, especially as my department began focusing on new goals. Worse, as departmental pressure increased, my boss made a few comments that left me wondering whether he felt I wasn't sufficiently dedicated to the new direction and my role, adding a layer of fear about my job when I was trying to be present with my family.

Then, there were the moments I felt like I wasn't doing enough as a mom. I apologized on more than one occasion for a school closure or my kid getting sick, and I found myself checking messages while he napped in my arms. It was uncomfortable to acknowledge the guilt I felt across all aspects of my life.

The tug-of-war had become a constant since becoming a mom, and I kept thinking there had to be a way to be true to my high-achieving nature while still being the kind of loving, involved parent I aspired to be. After a series of coffee chats with other "mompreneurs" and marketing colleagues, I realized building a business, like motherhood, isn't about having it all figured out. I could chase entrepreneurship like I once chased accolades.

I've always been a writer. Communication and storytelling have been the constants in my career across industries and roles. I'd helped friends and family with marketing for their law firms while still working full-time; I'd worked in education, both in the classroom and in marketing. I realized my experience would translate to the kind of business I wanted to build: brand development, content strategy, and ghostwriting in higher education and law. I spent most of my third trimester balancing business planning and baby preparation.

I took the leap and started my own business

My LinkedIn community encouraged me to take the leap and supported me again as I began shifting my personal brand to support the business after my son was born. I signed my first client before he arrived, and had two referrals come in during my first couple of months in business.

By the time both my children started school and day care earlier this year, I'd built something that would support the life I wanted without requiring an apology. My first client was recommended in AI overviews after only 30 days. I was a guest on a podcast about AI visibility called Found In AI and invited on a few others focused on motherhood and ambition.

I build my own schedule. I work between pickup and dropoff, and I don't feel the need to check my phone while volunteering or at school events. I relish the details I get when my oldest hops in the car: the games at recess or the math facts that fascinated him in class. I build Magna Tiles cities and go for "treasure hunts" around the neighborhood without guilt or explanation. Sure, there are days when I'm logging back in after bedtime, but instead of putting in those hours to chase titles or prove something, I'm simply putting the work where it fits for me or pursuing something I'm genuinely excited about for one of my clients.

I spent a lot of my career frantically trying to prove that motherhood didn't lessen my capability, while simultaneously feeling guilty for every ask that mattered: the Halloween school parade or my child's sick days. I was afraid of losing respect at my job and afraid of missing out on my kids' childhood.

Now, I recognize that fear was holding me back from building a life that feels much more fulfilled. I've let go of the competition between the roles of "Mom" and "Career Woman." Three ghostwriting clients alone equal my monthly salary from corporate, which was the goal, and anything after that is a bonus. The control of my time is priceless; I'll never have to ask permission to be fully present with my children.