Presence in the Age of Distraction

January 25, 2017

Perhaps it’s a sign of the times, but never before have I felt it so difficult to be present. Whether this is about mindfulness, grounded or being in the moment, the ability to stop multitasking and focus on one thing at a time has become harder to do.

Technology certainly enables us to do many things simultaneously in the belief that we are accomplishing more, staying better informed, making higher quality decisions, and being more connected to others. And while that potential is certainly there, I would argue that for most of us we are not using technology to do this. Instead, the very technology we embrace is no longer serving as a tool, it has actually contributed to keeping us from being present.

You don’t have to look far for examples:

  • Screen Time – In 2014 Americans spent an average of 7.4 hours staring at screens (TV, computer, smartphone, tablet) each day, according to Kleiner Perkins Internet analyst Mary Meeker.
  • Cell Phones – We now check our cell phones on average 46 times each day and this is up from 33 times each day in 2014, according to a study by Deloitte. For 18-24 year olds, that figure rises to 82 times per day. In total, we spend an average of 4.7 hours each day on our phones.
  • Email – The average office worker receives 121 emails per day, according to a report by DMR Stats in 2015. Not nearly enough of us control how these incoming emails are managed and how often the messages interrupt our focus on the task at hand.
  • Text Messages – According to a Forrester research study, more than 6 billion text messages are sent every day in the United States. And 90% of these messages are read within three minutes, according to ConnectMogul.
  • Social Media – Americans on average check their social media sites 17 times each day. While it is tempting to believe this is all about teenagers, it turns out the highest reported usage was among those 25 to 54 years old.

So what’s the big deal you may ask. Aren’t we being more present in more places and with more people? Presence doesn’t work that way.

Being present means you are fully engaged on the immediate task or the person in front of you. The notion of parallel processing is fine for computers, but we humans cannot optimally function when our brains are tasked with multiple processes. The more fragmented our focus, the harder it is to concentrate on any given thing.

This is not to say you can’t walk and chew gum at the same time. It is not the things that require little concentration or focus, but the ones that do. And by not exercising this focused attention, we are likely to fail at it when we need it most.

“Optimizing your presence is about learning how to flourish during stressful moments,” according to Amy Cuddy, author of Presence: Bringing your Boldest Self to your Biggest Opportunities. Accessing your personal power can help you achieve presence—the state in which you stop worrying about the impression you’re making on others and instead adjust the impression you’ve been making on yourself.

“To be present, it’s not enough to know who you are and express it to others,” writes Cuddy. “You need to act on it.”

In 1992 psychologist William Kahn studied psychological presence in the workplace and he identified four critical dimensions: a person must be attentive, connected, integrated and focused.

“These dimensions collectively define what it means to be alive, there in the fullest sense, and accessible in the work role,” Kahn wrote. “The result is personal accessibility to work (in terms of contributing ideas and effort), others (in terms of being open and empathetic), and one’s growth (in terms of growth and learning). Such presence is manifested as personally engaged behaviors.”

Perhaps Cuddy, the Harvard Business School professor and social psychologist who became famous when her Wonder Woman pose 2012 TED Talk went viral, sums it up best:

“Your body shapes your mind. Your mind shapes your behavior. And your behavior shapes your future. Let your body tell you that you’re powerful and deserving, and you become more present, enthusiastic, and authentically yourself.”

Why Hire an Executive Coach

October 9, 2015

Companies used to engage executive coaches to help fix toxic behavior demonstrated by their top leaders. Today, most coaching is instead deployed in order to develop the capabilities of high-potential performers, including directors and senior managers. Coaching is no longer seen as an aspirin, but as a vitamin.

An ever-increasing pace of change requires leaders to quickly develop while on the job. Professional development programs or training that take the leader out of the organization to focus on general theories rather than the immediate day-to-day challenges are no longer sufficient.

Using 360-degree feedback is a valuable way to gather data and report back to the individual leader. This feedback has been found to stick better when the leader works with an unbiased external professional to create sustained progress based on that feedback.

Coaching provides a way to use the feedback as a springboard to formulate actionable S.M.A.R.T. goals and an individual development plan to bring about sustained behavioral change. Working in close partnership with a coach, the leader can then be given direction and support as well as be held accountable to meeting these goals.

There are now nearly 50,000 professional coaches worldwide representing about $2 Billion in revenue, according to a 2012 ICF Global Coaching Study.

Coaching is no longer limited to C-suite executives in big companies as those of all size and type now realize the importance of raising leadership capacities of high performers throughout the organization.

Many reasons exist for hiring an executive coach, including:

  • Uncover blind spots
  • Improve leadership presence
  • Improve communication skills
  • Improve interpersonal skills
  • Make sustained behavioral changes
  • Assist with a new leadership role
  • Help navigate rapid company growth

Bottom line: a coach can assist whenever you desire to grow as a leader.

A coach can be professional development expert (e.g., leadership development, emotional intelligence, performance management) who provides guidance, insight and challenges your thinking. The coach serves as a confidant and trusted advisor on whom you can fully rely upon. When the coach is external, he or she can serve as an objective outside resource to deliver tough messages those on the inside may not be able to do.

The best coaches serve as partners to their clients not because they know the specific details of your particular business, but because they know people, relationships, organizations and how to bring about behavioral change. They can help you with the interpersonal aspects of leading.

A coach can be especially helpful when you are struggling to best manage yourself when you engage with others.

But you also need to be ready to be coached. Those who are coachable are able to readily share their experience. They know their strengths and are able to accept their weaknesses. They are also capable of taking behavioral risks.

Making behavioral change is hard because it’s not instinctual and it is counter to the way we normally behave. It also becomes especially challenging when under stress, which is when it also matters most.

Perhaps one of the most important aspects to consider when choosing to hire a coach is whether the sponsors can be counted on. There may be no better link to coaching effectiveness than whether or not leadership either those above or along side the client are on-board with and supportive of the coaching effort.

As Marshall Goldsmith and Howard Morgan wrote in an article titled “Leadership is a Contact Sport,” leadership is a relationship not between a coach and “coachee,” but between the leader and colleague. It is vitally important that those stakeholders surrounding the one being coached are involved in order for coaching to succeed. Coaching cannot exist in a vacuum.

The ultimate goal of coaching is not dependency on the coach or his or her colleagues. The goal is self-reliance and therefore the one being coached needs to be committed and disciplined.

When there’s a good match between leader and coach, clearly defined goals, a roadmap that leads to behavioral change, commitment to the process, and supportive, involved stakeholders, coaching can be extremely valuable in making more effective leaders.