Presence is more than just being there. — Malcolm S. Forbes

Presence as the ability to be attentive and able to respond in the moment. Being present is a key characteristic of effective leaders. Often, we are distracted by a full plate, worry and other pressures. While we may be physically with others, be it colleagues, family or staff, they sense we are not fully with them and we can easily miss what they are saying. They leave without feeling heard or supported.

However, when a leader is present with us, we feel alive in their presence and sense they are with us in the moment. By being present, leaders inspire people to take action. The art of strengthening one’s presence, like improvisational jazz, is to be “in” the immediate moment while being able to respond to the rhythm of what is happening in the moment. We know it when we experience presence and others do too. When we are not present it can feel like “we are not all there”, or act in a manner that suggests derailment from our own resources. The challenge is to recognize when we are derailed in relation to our own presence and once recognized, our challenge is to learn how to return to the aliveness of our presence– where choice for action resides. When we are present, we easily connect with others and they feel understood, valued and seen.

One of the most important things leaders can do is to become self-aware and have the intention of being present with others.

Make it your intention to be present as you interact with others. Notice what supports you in being present, how you feel and the outcomes.

Some Suggestions for Developing an Effective Leadership Presence

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By Dorothy E. Siminovitch and Ann M. Van Eron

Executive Coaching is a significant practice because it has the power and “magic” of transforming individuals, teams, and organizations. For example: An executive needs to mobilize his team’s commitment and creativity to demanding organization goals. However, the executive uses his habitual model of micromanaging, focusing on controlling rather than supporting team initiative. This controlling approach has served him well in the past, and under current pressure it persists, despite its failure to achieve the desired innovation and commitment.

This article will provide some insight into how a Gestalt trained coach would assist this client in identifying specific wants and needs related to developing a more open leadership style, while working with the resistance patterns that interfere with his ability to realize those needs and wants. Through a non-judgmental examination of the client’s present internal and external processing, what we describe as the “what is picture,” and through exploration of and experimentation with new behaviors, the Gestalt coach enhances client awareness and co-creates digestible learning experiences. New choices are opened to the client, who becomes better equipped to access experiential resources and desired goals.

In this article, we illuminate “the heart of the magic” of the Gestalt approach to coaching. For us, this centers on three distinct features:

1) An integrated presence and intentional use of self as coach; 2) Skillful tracking of and movement with the interaction between the Cycle of Experience (COE) and the Unit of Work (UOW); and 3) Mastery of working with awareness and the force of resistance to support new learning and new possibilities.

PRESENCE AND INTENTIONAL USE OF SELF AS COACH

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IN RECENT YEARS, many companies have implemented diversity training programs or other diversity initiatives. There is growing evidence that Organizations that support diversity attract and retain the most talented employees and keep pace With and succeed in a changing marketplace.

However, to realize the potential of a diverse workforce, diversity needs to be valued and supported in the organizations systems and processes. There is no magic bullet; the key to high performing organizations is a diversity strategy that supports the organizations goals. Each organization must design a strategy that is tailored to its unique culture and circumstances.

A diversity consultant can help an organization solve some of the complex challenges surrounding diversity. However, finding and productively working With a qualified diversity consultant can be a challenge.

As of now, there are no required Credentials or Certifications for 21 diversity consultant. Consultants who provide their services Without appropriate preparation and experience can hurt organizations more than help them.

Following are some guidelines to consider before you decide to hire a diversity consultant. Continue reading →

Informed Organizational leaders View diversity as a business imperative. But, diversity in itself does not result in a competitive edge. Diversity is likely to breed tension, conflict, misunderstanding and frustration unless an organization develops a culture that supports, honors and Values differences.

By defining diversity broadly as being everything that makes us different from others-including race, gender, values, work styles, communication styles and characteristics employees can “buy in” to the value of building a culture that supports diversity.

Some of the advantages of addressing diversity include:

• Developing greater understanding of diverse customer needs to better serve diverse markets.
• Gaining advantage by being a leader among competitors who are not capitalizing on the benefits of diversity. Attracting and retaining the best talent in the labor pool.
• Effectively using the talent of diverse associates for increased innovation and productivity by enhancing teamwork and reducing interpersonal conflicts.
• Increasing employee satisfaction, morale and Commitment to organizational goals.
• Enhancing communication and coordination.
• Eliminating or reducing lawsuits and penalties related to discrimination.

Measuring Diversity Efforts

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