Guest post from Sarah Rozenthuler:
In our rapidly
changing world, new pressures are emerging. To navigate more demanding customer
expectations, an acute distrust of business and so much remote working, leaders need
to find new ways of operating. Cultivating leadership presence is foundational
for this to happen.
presence, a leader is able to remain centred when facing unexpected
disruptions, be open to new directions and build trusting relationships. People
follow people. Leaders who are grounded in who they are, what they stand for
and what really matters take others with them.
leadership presence is
When was a time
that you became so immersed in what you were doing that you lost a sense of
time? You might have been reading a novel, talking with a colleague or writing
a report; any activity that requires focused concentration can take us there.
Already you’ve had a taste of this capacity.
When we operate
from a sense of our presence, we are in a state of absorbed relaxation. There
is a feeling of spaciousness or ‘flow’ inside us. Afterwards, when we look
back, we realise that we’d been totally ‘there’ and in touch with our best
When we are present, we are right here, right
now. All our attention is focused in this moment. If we’re in a meeting, we’re
attentive; we’re not thinking about our emails, ‘to do’ list or other
distractions. We stay in contact with what’s happening in the room, as well as
what’s going on inside us. We don’t try to control or manipulate others but
allow them space to be themselves, just as we are being ourselves. Other people
are attracted by this expansive energy and want to draw closer.
developing presence matters
There are several benefits to cultivating presence and building trusting
relationships is chief among them.
Marc Benioff, CEO of Salesforce, attributes the sustained success of the
company to its operating principle of ‘values create value’. In an interview
for Fortune, Benioff states: ‘If trust isn’t your highest value, the employees will walk out… Customers
will walk out, investors will walk out and leaders will walk out, and you’re
seeing more of that everyday.’
Deepening presence reduces the risk of ‘acting out.’ When a leader yells at others or humiliates
them, it damages relationships. Retrenchment after the event can lead to feelings of
shame or, at the other extreme, stubbornness that “I was right!” Wasted energy
and lost potential are the result.
Dealing with reactivity is key. Whilst lashing out at others provides a short-term release of pent-up energy, it
pollutes the atmosphere. No one wants to work for a leader who ‘throws their
toys out of the pram’ or withdraws into a sulky silence. When a button inside of us gets pushed, it’s an opportunity to pause,
reflect and search inside ourselves so that the button loses its charge.
to become more present
With the intensity of
working online, it is particularly important to find ways of consciously
managing your attention. Here are some things to try (whether on Zoom or in person) so that you stay
energised as well as engage your co-workers.
Before a meeting
Take a few moments to become present. Find a
quiet space where you can close your eyes, scan your body and notice what
you’re feeling. Pay particular attention to any signs of stress that you sense.
Breathe into this part of your body to help to release any tension.
Put away your phone (unless you need it to be
logged onto a meeting or for a call.) Keep it out of sight so that you’re less
likely to swivel your attention in its direction. The people you’re with will
feel more valued if they’re not competing for your attention.
During a meeting
Stay in touch with your own body as you interact
with others. Feel your feet on the ground, your backside in the chair and your
spine sitting upright.
Notice yourself breathing in and out. If you’re
able to, lightly place your hand on your stomach to help you to stay connected
with this “belly breath.” When you notice that you’ve “jumped” out of yourself
or lost touch with you sense of self, focus again on your breathing.
Maintain eye contact when another person is
speaking. On screen, move your eye gaze between looking directly at the camera
(so that the other person feels you’re looking directly at them) and looking at
their image on the screen. This conscious ‘shuttling’ helps to keep your mind
from wandering. It communicates to the other that they have your full
If you’re not able to give other people your
full attention, say so. It is better to say, “I know you need to talk with me
and I’m interested, but I want to give you my undivided attention” than to be
in a semi-distracted state. Take care of what you need to and then return to
After a meeting
Carve out whatever space you can between
meetings rather than rushing from one to the next. Even a short break of a few
minutes helps to clear your mind and reduce “attention residue” (continuing to
think about one issue when you need to pivot to the next.)
If it’s possible to stand outside or open a window,
even for a few seconds, the fresh air will help to keep your attention focused
in the here-and-now.
At the end of a meeting, jot down any actions or
decisions that were taken so that these don’t remain as ‘open loops’ in your
mind, which have been shown to consume a disproportionate amount of energy.
Close your ‘loops’ from one meeting before you head to or log into the next.
When we are present, we see opportunities and identify risks that we miss when we’re only half
there. In a
state of presence, we are open to fresh
insights and ‘action impulses’ that take us forward.
Our presence – so simple, so basic and yet so
rare – is what creates the most impact when someone walks into the room,
whether in person or on Zoom. Great leaders have it and you can too. Presence
is available to us each moment. Cultivating presence will greatly enhance the
quality of your leadership and life.
Sarah Rozenthuler is a chartered psychologist, leadership consultant
and pioneer of purpose-led leadership. She has over 15 years international
experience consulting to many different organizations including BP, Spencer
Stuart, Standard Chartered Bank, IUCN and the World Bank as well as numerous
SMEs and not-for-profit organisations, including Choice Support and Booktrust.
As the author of How to Have Meaningful Conversations: Seven
Strategies for Talking About What Matters Most (Watkins, 2012), Sarah’s
work has been widely featured in the media including the Huffington Post, the
Sunday Times, the FT, Guardian, Psychologies Magazine and the BBC Business online.
Sarah works with CEOs and leaders who want to create positive change by
having the conversations that matter most. Increasingly these conversations are
all about purpose. She founded Bridgework Consulting Ltd in 2007 to enable leaders to
engage and energize their people around great work, with the intention of
transforming organisations to become a force for good in the world.