1. Think of in-office days as 'communication days'

In many organizations, workers complain about sitting in a mostly empty office, spending all day on video calls or in-office meetings. "This is why coming into the office feels like bad face time — it's unproductive," Hedges writes.

According to Hedges, "[l]eaders should consider their office days as communication days. One of the best uses of this time is to talk about issues that matter, where context and clarity are important."

To make the most effective use of time, leaders should ask employees what they need from leadership before coming together in-person.

"Your in-person time may require a combination of individual and group meetings, office hours, and walking the halls," Hedges notes. "It's better to have fewer days in the office with full teams present (a hub day) than a few people in on different days. Having good team representation on those in-office days will make two-way communication easier."

2. Keep your camera on

While in-person communication is ideal in many situations, it is not always possible at fully or partially remote companies. When face-to-face interactions are not possible, leaders should rely on video calls.

"Yes, we're all Zoomed out," Hedges writes. "But even if others don't, managers should still have their cameras on in most situations, and always when discussing a tricky topic."

According to Hedges, the proximity bias — where people devote more attention to the people in front of them — is "supercharged" on video calls. Typically, workers focus more on people who appear to be beside them.

"Remember the feeling of being in a conference room with a few people dialing in on speakerphone who you mostly forgot were there?" Hedges asks. "It's the same effect on a videoconference. Leaders will get — and keep — more attention for their messages by showing their faces."

3. Monitor your body language

During in-person and video meetings, leaders should ensure that their body language is supporting their message instead of undercutting it. This is often determined by leaders' physical presence. In times of uncertainty, Hedges notes that "presence matters even more."

"We don't often practice our delivery of more routine messages, and that's to our detriment," she writes. "This doesn't have to make you feel self-conscious or over-rehearsed."

Before a meeting or conversation begins, take some time to determine your intention. Then, Hedges recommends doing a self-check during your conversation to verify that "your body language is receptive and in alignment with your message."

"Most importantly, don't accidentally detract from your message," she notes. "On video, common habits like slouching back into a chair or looking away at another screen can do more damage than you think."

4. Use your energy strategically

According to Hedges, "the leader brings the weather" with their energy. Workers typically pick up on leaders' energy when they walk into a room.

"Leaders should recognize this and use their energy strategically in front of their teams. Energy exists on a continuum, and we can use it to bring others along," she writes. "This is especially key when conveying tough messages, assuaging uncertainty, or gaining buy-in. This is why any complex message is better delivered in person, but in virtual settings, energy matters just as much or more."

To use your energy strategically, Hedges suggests "thinking of your energy like a dial and aiming to be a few points above or below your audience." For example, leaders should act calmer than their audience if they want them to remain calm.  

"When considering the need for face time, leaders should first look at themselves," Hedges writes. "It's less necessary to have people in view at any given time than it is to make yourself visible to others when it matters. Instead of regressing into the trap of useless face time, try to surgically apply it toward engaging leadership and greater understanding." (Hedges, Harvard Business Review, 5/8)

In this video, you'll learn our three-part strategy for driving engagement without asking managers to do additional work.