The Hybrid Manager's Guide to Overcoming Proximity Bias
Your hybrid model feels fair. But look closer. Who gets the most interesting, career-advancing projects? Who gets the most "in-the-moment" feedback and coaching? Who do you think of first when a last-minute opportunity comes up?
If the answer is consistently "the people in the office," you have a proximity bias problem.
Proximity bias is our brain's natural, unconscious tendency to give preferential treatment to those we are physically close to. It's not malicious, but it's incredibly damaging. It creates an "A-team" (the in-office crew) and a "B-team" (everyone else), leading to disengagement, lower productivity, and the loss of your best remote talent.
The good news is you can fight it. Being a "Proximity-Proof Leader™" is a skill you can build. Here's how to start.
1. Audit Your Interactions
For one week, keep a simple "interaction log." At the end of each day, jot down which team members you had unscheduled conversations with. Who did you grab for a quick question? Who did you chat with while getting coffee? The data will likely reveal a strong bias toward your in-office employees. Once you see the pattern, you can be intentional about correcting it by scheduling regular, informal check-ins with your remote team members.
2. Formalize the Informal
The "hallway conversation" where a key decision is made is one of the biggest drivers of inequity. As a leader, you must commit to a simple rule: If a decision is made in an informal chat, it must be immediately communicated to the entire team in a shared, written channel. This ensures everyone has access to the same information at the same time, regardless of their location.
3. Lead with Objective Data (Not Just "Face Time")
Bias thrives in a vacuum of objective information. The most powerful way to combat it is to ground your talent decisions in data. This is where tools like Gallup's CliftonStrengths become invaluable. When you have a clear picture of each team member's innate talents, you can make decisions based on who is truly best for a project, not just who is most visible.
Instead of: "I'll give this project to Sarah; she's right here and seems eager."
Try: "This project requires someone with strong 'Executing' talents. Based on our team's Strengths grid, David is the perfect fit, even though he's remote. I'll set up a call to discuss it with him."
Overcoming proximity bias requires deliberate effort, but it's the defining challenge for leaders in the modern workplace. The managers who master this skill will be the ones who build the most engaged, innovative, and high-performing teams of the future.
Ready to find out where your team stands? Take our free, 2-minute Proximity Bias Audit to get your score and a personalized action plan.