Behind closed doors, in conversations with my leadership team and industry peers, the question of what truly differentiates effective leaders comes up repeatedly. I've noticed one trait consistently making the difference between good and exceptional leaders: being hands-on.
It's not about micromanaging or doing everything yourself; it's about leading by example and building an environment where excellence becomes the norm.
Leadership fuels successful organizations. But the difference between a decent leader and an exceptional one often boils down to how closely they engage with the everyday reality of their business.
The Power of Rolling Up Your Sleeves
Being hands-on doesn't mean you're diving into every minor detail or micromanaging every decision. It means improving communication, connecting authentically with your teams, and enhancing your capacity to solve problems by truly understanding their roots. It's about feeling the pulse of your organization, knowing exactly when to dive into the operational weeds, and when to take a step back to look strategically at the big picture.
Navigating Between the Ground and the Clouds
Let's clarify the distinction: working in your business versus working on your business.
Working in your business means immersing yourself in the day-to-day realities - making real-time decisions and interacting directly with teams, clients, and products. It's operational and tactical, ensuring the engine runs smoothly and effectively.
Conversely, working on your business means strategizing, planning, and looking at the broader scope of where your business is headed.
It involves identifying long-term opportunities and creating processes that help the organization succeed.
The sweet spot lies in striking a balance between these two modes. If you're always in the details, you risk missing critical strategic opportunities. Conversely, if you stay perpetually in the strategic clouds, you might overlook immediate threats and operational issues that could damage your business.
Building Trust and Igniting Excellence
Hands-on leadership does more than provide insight; it builds trust and motivates teams. Jeff Bezos famously reviewed customer emails directly, emphasizing to his team that customer satisfaction was his personal priority. Similarly, Steve Jobs was notorious for personally involving himself deeply in product development, from initial designs to marketing, and directing Apple's retail approach.
Their commitment wasn't just symbolic - it directly influenced their teams. Employees felt their concerns were valued, leading to a culture of openness, higher productivity, and more innovative outcomes.
The Right Touch at the Right Time
However, being hands-on isn't equally feasible or necessary for every executive role. Due to their operational and strategic nature, executives in design, product management, strategy, engineering, and marketing are typically particularly well-positioned to benefit from this approach.
For senior executives such as CEOs, CFOs, and COOs, hands-on involvement often depends heavily on the organization's lifecycle. Early-stage companies might require more intensive involvement, while mature businesses benefit more from strategic oversight. The key is adapting your approach to match the stage and needs of your organization.
Finding Your Balance
Mary Barra, CEO of General Motors, spends considerable time engaging directly with employees on the production floor. Her approach exemplifies effective hands-on leadership - deeply connected without losing sight of strategic objectives. Barra's presence on the ground has helped drive cultural and operational shifts that have positively impacted GM's bottom line.
This leadership style is a careful balancing act - ensuring you remain connected enough to guide operations effectively yet strategic enough to steer the business forward. It's not easy, but it's essential for lasting impact.
The Net-Net
Look, hands-on leadership isn't for everyone, but those who master it create environments where excellence thrives and innovation becomes second nature. It's about genuine engagement, strategic clarity, and operational insight - all working together to drive the organization forward.
As you reflect on your leadership style, ask yourself: Are you close enough to your business to inspire trust, build excellence, and anticipate challenges? Or are you watching from a distance, risking losing touch with the realities your teams face daily?
Great leadership isn't only about vision - it's about being present enough to turn vision into reality.
