The smart CEO’s approach to hybrid work

The way CEOs manage their time has undergone a seismic shift in recent years, driven by the pandemic and the widespread adoption of hybrid work.

Long-established routines have been disrupted, forcing business leaders to reassess how they communicate, travel, and lead their organisations. Now, as businesses transition into a new normal, CEOs must strike a balance between traditional, in-office leadership and the remote-working efficiencies that emerged during the pandemic.

Learning from the pandemic

Some corporate leaders have taken strong positions on returning to in-office work. For example, Jamie Dimon of JPMorgan Chase has been vocal about his preference for a full-time return to the office. Meanwhile, Boeing’s David Calhoun has stated he will be far less willing to travel for internal meetings. However, rather than making categorical decisions, CEOs should experiment with blending the best elements of both in-person and remote work.

The evolution of CEO time management

A 2018 Harvard Business Review study found that, on average, American CEOs worked 62.5 hours per week, spent 61 per cent of their time in face-to-face meetings, and only three per cent interacting with customers. The study also provided recommendations, such as reducing the length of meetings, dedicating more time to strategic thinking, and ensuring direct interactions with customers and employees.

However, these suggestions must now be adapted to the realities of a hybrid workplace. The role of a CEO is inherently multifaceted, requiring both task completion and relationship-building. While remote work facilitates efficiency, it cannot replace the trust and rapport built through in-person interactions. CEOs must carefully consider how they distribute their time to maintain strong professional relationships while capitalising on the benefits of remote work.

CEOs have always worked in a hybrid manner

While many leaders argue for a strong return to office-based work, it is worth noting that even before the pandemic, CEOs spent a significant portion of their time outside headquarters. The 2018 study found that only 47 per cent of a CEO’s working hours were spent at the main office, with the remainder dedicated to off-site meetings, travel, or remote work. Additionally, more than a third of CEO interactions were already conducted through video calls, emails, and phone conversations.

Rather than enforcing rigid office attendance, CEOs should focus on designing a hybrid work strategy that aligns with their company’s objectives. Recognising that face-to-face interactions hold symbolic value, leaders should remain visible in the office to reinforce company culture and support their teams, even if their own work could be conducted remotely.

The pitfalls of over-reliance on video meetings

Video meetings have become an indispensable tool for modern business, allowing leaders to engage in shorter, more focused discussions. However, excessive use of virtual meetings presents risks that CEOs should be mindful of:

• Attending unnecessary meetings: The ease of joining virtual meetings can lead to CEOs inserting themselves into discussions where their presence is not required. Delegation remains critical, and leaders should resist the temptation to micromanage.
• Over-inviting participants: Virtual meetings often encourage inclusivity, but large meetings can hinder meaningful discussion. Keeping meetings small fosters engagement and candour.
• Relying on video for one-on-ones: While virtual check-ins are convenient, CEOs should prioritise in-person meetings with key personnel to maintain strong relationships and ensure alignment on business goals.

Rethinking travel priorities

The necessity of business travel has been a topic of debate, with many arguing that travel should be significantly reduced. While external conferences and large-scale industry events may be deprioritised, CEOs should not undervalue the importance of face-to-face meetings with employees and clients.

In-person interactions demonstrate respect and commitment, particularly when meeting with teams located outside of headquarters. To balance efficiency and engagement, CEOs can set intentional targets for in-person meetings. For example, maintaining a ratio of 80 per cent virtual and 20 per cent in-person meetings for long-standing clients may be appropriate, while internal teams based in different locations might benefit from a 50/50 balance.

Protecting personal and reflective time

The boundaries between work and personal life have become increasingly blurred, making it even more critical for CEOs to safeguard their time. The 2018 study found that CEOs worked on 79 per cent of weekend days and 70 per cent of vacation days, leaving little room for rest and reflection.

With the rise of hybrid work, there is a risk that this imbalance could worsen, as leaders may feel compelled to attend virtual meetings at all hours. To counteract this, CEOs should be disciplined about blocking out time for personal activities, strategic thinking, and unscheduled interactions. The additional time saved from reduced commuting should be reinvested into personal well-being and high-value strategic tasks, rather than being consumed by more meetings.