Now that remote and hybrid working arrangements are seemingly here to stay, it is important for managers to be in front of their teams—and in person—as much as possible, leadership coach Kristi Hedges wrote in the Harvard Business Review.

This means “being creative and intentional to make sure you’re seen when it matters, rather than promoting a general “butts-in-seats” approach,” she wrote. “This matters as much for the CEO as a first-time manager.”

As not everyone in a hybrid environment is in the office on the same day, or in-office days may be full of meetings, “leaders should make hybrid in-office days about communicating key messages in person,” she wrote. On these days, talk about issues that matter, and provide context and clarity. The leader can use a mix of methods that include a combination of individual and group meetings, office hours, and walking the halls, but he or she should allocate his or her time carefully.

“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,” she wrote. “Having good team representation on those in-office days will make two-way communication easier.”

Hedges also advocated the use of videoconferencing. “Yes, we’re all Zoomed out,” she conceded, but this is still preferable to “being in a conference room with a few people dialing in on speakerphone who you mostly forgot were there.” It’s the same effect on a videoconference, she wrote: “Leaders will get—and keep—more attention for their messages by showing their faces.”

She also cautioned leaders to manage their body language, as messages can be undermined by one’s physical presence. She recommended practice, but not to the extent of being self-conscious or over-rehearsed.

“[C]heck in with yourself during your conversation to ensure your body language is receptive and in alignment with your message…don’t accidentally detract from your message. On video, common habits like slouching back into a chair or looking away at another screen can do more damage than you think.”

"Keep your body language open, posture up, and lean toward the other party (in this case, your camera),” she advised. “Also check your face to align with your intent: soften features, smile, or stay neutral, as appropriate.”

Hedges also urged managers to use their  energy strategically in front of their teams. She said that they should think of their energy “like a dial and aim[] to be a few points above or below [their] audience."

Overall, she concluded, “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.”