Lionesses and Executive Presence. Part 2: Observation and Awareness
In part one, I touched upon the compass role of instinct and intuition in leadership. Just as important as quick instinct is the ability to step back and observe. In the wild, a young lion learns by watching its mother’s every move – how she stalks, when she freezes, when she signals danger. Equally the lion learns how to keep an eye on the other players in the territory they inevitably share at some point. Similarly, in leadership, keen observation and situational awareness are what differentiate leaders.
While instinct is inward and intuitive, observation is outward and analytical – it’s all about seeing what others overlook. Effective leaders are keen observers of their environment: they tune in to their team’s morale, notice subtle cues in a client’s behaviour, monitor shifts in industry “weather,” and pick up on cultural nuances in their organisation. This skill of noticing can be the deciding factor in making the right call at the right time.
In our early start-up battles, observation went hand-in-hand with instinct. We had to read our clients’ body language, curiosity and scepticism as we presented these unheard-of data products – in those custom demos, and more. We learned to notice what excited them (say, a hidden pattern unearthed in their data that made them sit forward), or what frightened them (perhaps the implication that their past strategy had blind spots).
Observation anchored in data revealed surprising truths: fraud patterns linked to geography in insurance premiums, or misguided ad spend chasing premium customers while steady revenue came from lower-middle segments. These are just two of very many examples.
By tuning in to these reactions, we continuously refined our approach. Observation also taught us where not to waste our energy. For example, we discovered the virtue of not persevering in win-lose games – essentially, not chasing contracts or arguments that would never pan out fairly. Early on, we had little concept of walking away; we’d try to win over the most obstinate prospect at any cost. Later on straightforward, instinctive character observation of the decision-makers involved in the relationship became second nature. Like in nature, when building a relationship, one would treat an elephant differently to a deer, or a rabbit. Observation, awareness, and judgment are key.
Over time, we observed cultural patterns: in some companies, due to internal politics or a rigid no-change culture, and the unlikely presence of a champion, our visionary solution simply wasn’t going to get adopted at that time. Rather than banging our heads against those particular walls, we learned to redirect our efforts to more receptive ground. Relationship building embedded in consistent and generous education, not the transactional type, was the only way forward. Developing this ability to discern where to fight and where to yield was a direct result of observation and experience. It saved us some time and “blood” – much like a lion knows not to keep fighting over a kill if it risks serious injury for a meagre reward. In leadership, choosing our battles wisely is part of seasoned observation. It’s seeing the broader picture and long-term implications, not just the immediate win.
Observation is equally crucial within one’s own organisation. As I progressed to board roles, executive coaching and mentoring roles I noticed another phenomenon: structural groupthink. There are still big corporate boards who have turned their internal focus (such as perfecting financial reporting) into an art form, while remaining oddly blind to external threats. These are teams of very smart people who, somehow, are all looking in the same direction and miss the tiger approaching from the flank.
Breaking out of that insular view requires someone with the observational acuity and courage to say, “Hey, look over here – there’s something important we’re not seeing.” I’ve learned that even one perceptive person who is prepared to break the mould and acknowledge the “diamonds” in their own organisation can start to crack the groupthink and open everyone’s eyes to reality. In practice, this might be an executive who points out unexamined assumptions, or a junior analyst who surfaces a data point that challenges the strategy. But it starts with observing keenly and asking the unasked questions. Diverse perspectives often sharpen this skill—women frequently excel at noticing what others miss.
This point was reinforced for me when I joined the first cohort of the FT’s Non-Executive Director / Board programme. This was an eye-opener that underscored how one fresh perspective – most of the times through asking a ‘stupid question’ or requesting the CEO to explain the issue so that a 10-years old gets it – can jolt a complacent board out of its routine.
Observation and Executive Presence
Cultivating observational skills bolster a leader’s executive presence – whether she/he is an executive or non-executive, but accountable for decisions which affect many others. Why? Because presence isn’t just about how he or she carries him/herself; it’s about how attuned they are to others. Leaders with strong presence often have an aura of “I’m here with you; I get what’s going on.” They listen actively, read the room, and respond accordingly. This creates trust and credibility.
In workshops I’ve led, participants seeking to improve their executive presence often discover that enhancing their listening and observational skills – for example, truly noting colleagues’ concerns or the unspoken dynamics in a meeting – makes them more influential. Colleagues start to feel “seen” and understood, which is a quiet but powerful aspect of presence. Presence is a subtle and dynamic mosaic of personal characteristics, and one of them is emotional intelligence (EQ) – essentially, being observant and empathetic. When EQ is not there, particularly for a leader or a Chair, members of the group have one of three choices – of simply going through the motions with the piles of reports and reviews, of challenge to improve, or withdraw. I have seen all three. Despite the textbook definition of non-exec as ‘critical friends’ or independent, it is the humanity of those relationships – especially in ‘business as unusual’ situations – that matters most.
In summary, observation – the art of paying attention – can separate a good enough leader (or a Board) from an exceptional one. When a leader sees what others miss, he/she can anticipate problems, seize opportunities others might ignore, and build stronger relationships. When people sense that a leader is truly aware of and responsive to their context, it deepens that leader’s gravitas and authenticity.
In the next part of this series, I’ll examine the third lioness lesson: how preparation and practice set the stage for confident leadership and executive presence.
In case you have missed Part 1, here it is: