Firms consider various factors as they decide about hybrid and remote work. And to critically evaluate the pros and cons of these work arrangements, leaders sometimes need to challenge widely held beliefs about hybrid work. This article challenges four common beliefs about hybrid work. 1) Productivity will drop if teams are not co-located. 2) Culture will suffer without the opportunity to interact in-person and face-to-face. 3) Innovation will suffer without the opportunity to interact in person with coworkers. 4) Hybrid work is inherently unfair since employees need to be in close proximity to be managed effectively and get recognized and promoted. For a few of the beliefs, the author cites research to present a counter-argument. For example, while firms may say that productivity will drop if teams are not co-located, research suggests that, given the right conditions, hybrid arrangements can increase productivity. Regarding minimizing hybrid work because it can lead to unfair outcomes (e.g., those who are not in office don’t get promoted), the author notes how this is more about addressing common biases than hybrid work. A useful resource as firms continue to evaluate hybrid work decisions.