As hybrid work takes shape in organizations everywhere, a power differential lurks. Employees working in the office, for example, may have access to certain technology and infrastructure that remote employees don’t. In-office workers might also have faster, easier, and more current access to information – from conversations at the water cooler, for example – than remote employees do. In today’s rapidly changing environment, this provides in-office workers with an edge, say Mark Mortensen and Martine Haas. To lead effectively, managers must recognize and manage two sources of power that can impede – or facilitate – hybrid work: hybridity positioning and hybridity competence. In this article, Mortensen and Haas explore these elements and provide actionable advice on how to manage the differences in power that stem from a hybrid environment.