Last year, while reviewing our team’s media proposal, I saw an opportunity. The plan was strong and the numbers clear, but I saw potential to deliver greater client value.

By staying close to our work and industry relationships as CEO of Empower Ocean Media Group, I recognized untapped leverage and, with a single call to a senior partner, secured premium placement and additional inventory, strengthening the buy at no extra cost.

This example highlights why CEOs should not step back completely as organizations grow. Leaning too much on a belief in “leadership from 20,000 feet” and the myth that their role is only strategic can cost companies momentum and results.

CEOs will need to balance short-term pressures with long-term reinvention in the wake of shifting investment, fragmented digital ecosystems, rapid AI adoption and changing talent pipelines, as Mohamed Kande, Global Chairman, PwC, pointed out in a recent article for the World Economic Forum Annual Meeting. However, he noted that CEOs need to partake in activities such as experimentation and forming new partnerships. These practices require direct involvement with team members.

I have seen this firsthand while leading our 400-person team across multiple markets and client categories. Although the scale could justify a more hands-off approach, I believe staying connected to daily operations is essential to avoid blind spots.

Therefore, I dedicate time daily to work within the business, including joining media planning sessions, strategy discussions, client calls, and collaborating with analytics and investment teams to spot challenges and opportunities.

This approach has benefited both our business results and agency culture. In the past year, we achieved double-digit growth, expanded into new verticals, and secured major partnerships with national brands. It has also strengthened my relationship with the team, which values leaders who understand the business and the impact of their decisions.

Here are three recommendations for leaders seeking to balance strategic thinking with staying engaged in the business.

1. Practice “management by walking around.”

This concept, once common, has diminished in the era of remote and hybrid work. However, direct conversations with team members, even via video conference, provide a valuable perspective. Innovation arises from recognizing recurring challenges across teams, understanding system pressures, and applying pattern recognition.

Some of our agency’s most significant decisions have resulted from unplanned conversations that revealed areas for growth. For example, during an informal debrief, a planner noted that several clients had recently asked, “What macro shifts should we be watching?” This repetition indicated clients sought interpretation, not just tactics.

We responded by institutionalizing macro-trend intelligence across the agency. Rather than treating cultural and economic shifts as background, we began translating them into structured thought leadership within every strategic recommendation.

This would not have occurred if I spent most of my day isolated in my office or confined to meetings.

2. Improve on how the work is getting done.

Many roles must be redesigned to reflect new ways of working that integrate AI. CEOs should closely examine current tasks, how responsibilities are distributed, and whether job descriptions remain relevant. If employees are adopting new processes, leaders should assess their broader applicability and address any ethical considerations as a team.

Staying close to how work is performed is essential to ensure systems serve the business effectively. If issues arise, it is your responsibility to repair them or build new systems as needed.

3. Make sure team members feel heard.

Every organization will face periods when conditions change faster than plans, due to economic shifts or evolving client demands. Team members often encounter these changes before leadership does. Practicing active listening and communicating when you have acted on employee feedback ensures valuable insights continue and enables faster responses.

This approach also builds confidence in your leadership. Teams want decision-makers who understand the real-world implications, some of which they may already be experiencing.

Ultimately, it is essential that as CEOs, we actively engage with our teams, challenge the myth of leadership from a distance, and consistently connect strategic vision to market realities. The best way to start is by stepping into daily operations. Many leaders are surprised by how this involvement inspires their teams and drives enduring growth.