Be present…

I found myself remembering a manager at a high-end retailer I worked for in the early 2000s. I stated that I worked for them because I cannot remember a time when I worked with them - that is key to remember.

I cannot recall the manager’s name, what they looked like, or how many times I saw them at work. I am sure they worked at the location, but I can only remember them leaving for the day and not arriving. The one instance I can recall of indirect interaction with them was when I handed in my resignation. I remember the manager appearing dismissive toward me and taking the resignation letter. They deemed the letter unimportant and unnecessary, given that I was only temporary holiday staff, which they told my direct supervisor in front of me.

That memory came to me as I reflected on my own behavior as a manager. I questioned whether I may have come across as rude, unsympathetic, emotionless, or uncaring toward my staff members and co-workers. Though the manager in question was not the worst manager I ever had, they stood out to me for one reason – they were not physically present. I can recall briefly seeing the manager during an all-staff meeting. I remember that moment only because the manager was rarely physically present, yet they seemed to be very aware of me. It was a weird dynamic to me; it was as if the manager were a ghost, a storied legend. The other managers held them in high regard, always complimenting the store manager as a great leader, and some associates agreed. On the other hand, some associates were unaware of who the store manager was, what the person looked like, or what their name was. During an all-staff meeting, I recall a few associates telling me they were shocked the store manager had attended.

What I drew from that experience was the importance of being present. I realized that the former manager I am speaking of had most likely created a negative work environment. Lavoie (2016) cites 4 problems that can arise from poor management skills. He explains that employees can suffer from anxiety and stress, and that favoritism, groupthink, and a lack of management presence facilitate negative emotions among employees. One way to combat negative work environments, which all leaders should do and can do, is simple: be present. Leaders should work alongside their employees, walk through the workplace, or eat lunch with staff. Say hi to all the employees and check on them, not just the work.

Being present as a leader does not mean being the person who makes sure everyone is in line. There is no need to have the proverbial whip or the stern look to keep all employees in check. Those are not examples of being present. Being present means introducing yourself to all employees and welcoming new employees whenever the opportunity arises. It also means checking in with employees from time to time on a semi-personal level, requesting feedback from employees, and at times sharing or implementing employees’ ideas. Overall, being present means exactly what the basic definition implies: being physically around.

Reflecting on my own leadership journey, I strive to ensure that I am consistently present and attentive to my team. I recognize that even small gestures—listening, acknowledging contributions, and being visibly engaged—can profoundly impact morale and trust. This experience has reinforced my commitment to lead with awareness, empathy, and active participation, understanding that presence is not just about physical proximity but about truly showing up for the people I work with. Over time, the difference among employees is quite noticeable. Employees report greater job satisfaction and fewer complaints about their workplace environment. I highly recommend that all leaders and future leaders learn to be present.

By Nick Higgins

Lavoie, A. (2016). Here are 4 problems that occur with poor management skills. Entrepreneur. Retrieved from https://www.entreprenuer.com/article1276919