Important presence: How to be the CEO who thrives in a hybrid world.

There are likely as many leadership styles as there are CEOs, as strong individuals naturally prefer to lead in their own unique way.

However, with the rise of remote working and its hybrid aftermath, even the strongest characters now confront the challenge of determining the most effective ways to lead when they are not physically present with their team in the office.

In the realm of CEOs, a few are delighted to embrace the life of digital nomads, effortlessly working from various locations, be it motorhomes or yachts, blurring the lines between work and vacation. However, it's likely that they represent the minority in this aspect.

A changed world

Other CEOs were at the other end of the scale. Elon Musk calls working from home “morally wrong’, whilst JPMorgan Chase CEO Jamie Dimon also said, “I don’t know how you can be a leader and not be completely accessible to your people.” Regardless of their opinions, it was clear that the world had indeed changed.

While it may currently be seeking its stable middle ground between the two extremes, one thing remains certain - hybrid working and leadership is undeniably an enduring reality.

CEOs will need to adjust their leadership approach to suit this new world—not relying on the emergency measures of 2020 but embracing a style that can withstand the test of time. What we've discovered since those days is that continuing on-screen requires a distinct approach, as it cannot be replicated exactly as it was in the office.

Thinking and inspiring

From a CEO’s perspective, it certainly allows more quiet space to think deeply and give issues real consideration. Fewer distractions can indeed enhance productivity.

However, it's crucial for any organization to draw energy and inspiration from its leaders, which necessitates their presence both in-person and online. Striking a balance between these two worlds becomes paramount.

Furthermore, if the company wholeheartedly embraces hybrid working, it's beneficial for the CEO to work in alignment with the rest of the team. For instance, if the boss is allowed remote work privileges while others are not, it could have a negative impact on morale within the organization.

Face-to-face interaction remains essential

There must be time for the face-to-face meeting and in-person presence where it matters. For instance, challenging conversations and significant strategic decisions are best handled in person.

Having the boss physically present is crucial, especially when working with younger employees who greatly value and benefit from direct human interaction.

We have all experienced the surprise of meeting someone in person after only interacting with them through Zoom or Teams and realizing how little we really knew about them. This "little" knowledge of individuals plays a significant role in motivating people.

Access and organization

Access to leaders is key. Without it, employees can quickly become detached and lose motivation. This means that organization of your time becomes more important than ever. Once you’ve found the balance between the online and the in-person, the advice is to stick to it. Let people know and have the reassurance of where and when you will be on a regular basis.

Choose the right context for your presence too.

An all-hands briefing at a regular cadence is certainly able to include more people in remote locations online than doing it in-person.

"Some CEOs like to ‘just drop in’ on online meetings to show their face and ‘check’ on things. That sounds an awful lot like micro-management. Rather, have an online or in-person drop-in as a structured time when your door is open for booked sessions of one-to-one interaction", says Dr. Franziska Dietz, Partner at Odgers Berndtson Germany.

This chimes with advice from David Pachter, author of the book Remote Leadership: How to Accelerate Achievement and Create a Community in a Work-from-Home World, as quoted in Forbes: “…what might feel completely normal in a face-to-face setting could be perceived as suffocating micromanagement in a work-from-home setting so leaders should consciously pivot away from focusing on incremental actions and towards broader results or outcomes.”

Leaders that coach

Pachter also insists that high degrees of hybrid working mean that team members must operate with higher levels of agency and autonomy. As a result, they have to become more effective problem solvers.

What this means is that leaders must transition from the role of problem solver to coach. That is quite a shift for many leaders: coaching isn’t about giving advice or telling people what to do, it’s about creating a relationship of trust where both parties can admit their vulnerabilities. “You want to be able to ask for help, share your experiences—good and bad—and demonstrate the vulnerability that traditionally leaders haven’t.”

Trusting relationships

Building higher levels of trust and fostering stronger connections between a leader and individual team members demand smart recruitment strategies when assembling the team.

"Choosing those who will be compatible with the team, goals and ethos is a delicate balance", says Ramona Kraft, Principal at Odgers Berndtson Germany.

The aim is to steer clear of cultivating a team solely composed of "yes people" and, instead, value diversity to enrich decision-making. However, this diversity should complement the existing strengths and culture to create a more robust collective.

At our executive search firm, we are guided by this very philosophy. Our approach focuses not only on skills and experience but also on understanding the individual values and motivations of candidates. This commitment allows us to gain a more comprehensive understanding of each candidate than ever before.

Our LeaderFit profile model can help us do this since it combines personality data, behavioural patterns and leadership experts’ judgement to paint a picture of individual performance in targeted senior roles.

We have experience of assessing and developing leaders across publicly traded companies, privately funded companies, and government/not-for-profit organizations.

If you want to discuss your organization’s current talent plans, or your individual career trajectory and ambitions, please don’t hesitate to get in touch. We’re keen to hear from you.