The Power of Being Fully-Present: Why Executive Leaders Struggle And How They Can Transform Work And Life
bout seven years ago, I found myself constantly distracted – pulled in a thousand directions and rarely “here.” Sure, I was in meetings participating or at home conversing with family, but I was rarely fully present. My relationships suffered, creative ideas felt out of reach, and frankly it probably wasn’t a whole lot of fun to be around me. I knew I needed to change, for my health, for my business, and for the benefit of all the others in my life.
I know I am not alone in this continuous fight to be fully present. Many, if not most, executive leaders struggle with being fully present as well, and is not surprising given today’s pace of business, the incessant demands, and the relentless internal dialogues that are always trying to solve problems. However, the negative impact of not being fully present over time is so large that executives need to wake up and commit to improving it.
Why Executive Leaders Struggle to Be Present
Executive Leaders often struggle with being fully present for several core reasons:
- Overwhelming Mental Load – The executive’s mind buzzes with strategy, risk management, people issues and shareholder expectations. Michael Singer, in his book “The Untethered Soul,” highlights that our minds constantly narrate, analyze, and judge, pulling us away from the moment.
- Constant Connectivity – The pressure to be available 24/7 blurs boundaries, inundates leaders with notifications, and rarely allows for true focus. In addition, when not focusing on work, the endorphin hits from easily accessible social media often take priority.
- Fear of Letting Go – Many top executives believe that perpetual vigilance and control are necessary for success, but this mindset creates chronic tension and prevents deeper engagement.
- Attachment to Outcomes – Executive leaders are trained to chase metrics, quarterly results, and external validation, rather than embracing the process and the present moment.
- Unaddressed Personal Patterns – Unresolved inner patterns—fears, insecurities, and past experiences—often unconsciously drive behavior, pulling leaders out of the now.
Immediate Changes Executives Can Make to Become More Present
Cultivating a more fully present way of living is not a luxury. Rather, it’s a necessity for effective, insightful, and sustainable leadership. Here are five immediate shifts executives can make, supported by the wisdom of Michael Singer and other best-selling authors:
- Create Rituals of Pause and Reflection – Integrate short mindfulness moments throughout the day. It doesn’t take much: A few slow breaths before meetings, a minute of silence before responding to emails, or even taking short meditative walks.
- Single-Tasking Over Multitasking – Executives should resist the urge to juggle tasks. Focus on one activity at a time, whether it’s listening to a colleague, reading a report, or planning strategy. Multitasking fragments attention and connection, undermining productivity and creativity.
- Embrace “The Observer” Mindset – InSinger’s “The Untethered Soul,” he emphasizes that the concept of stepping back and witnessing thoughts and emotions enables leaders to create space between stimulus and response. This cultivates emotional intelligence, reduces reactivity, and enables clearer decision-making.
- Set Boundaries with Technology – Schedule time where devices are silenced or set aside—during walks, meals, meetings, or family time. In fact, leave your phone in another room or shut if off completely when with others. Reclaim these spaces for focused engagement.
- Prioritize Authentic Connections – Presence is both an individual and collective pursuit. Executives can transform workplace culture by giving undivided attention in conversations, seeking to understand others, and modeling genuine engagement.
The Power of Being Fully Present: Outcomes for Executives and Organizations
Becoming more fully present yields profound benefits for executive leaders in all organizations: Higher productivity, greater insights, deeper people connection, enhanced creativity, improved well-being and higher resilience are all tangible results of being more present. Through intentional practices, leaders can break free from the wanderings of the mind, profoundly impact their organizations, and live richer, more connected lives at work and home. My journey from distraction to presence took commitment and I still work on it every day, however it has transformed my leadership and life. I hope you embark on a similar journey – it will be well worth it.
