LEADING WITH EYES WIDE OPEN

Abstract The author has leadership experience in a variety of fields, especially pharmaceuticals, biotech, and nonprofits. She relates the link between caring, observation, and vision for leaders, and describes personal insights based on her life in the New York City area. This vision is active, not passive, and takes courage and commitment. It may cause discomfort: “these are not soft skills; they are foundational competencies that allow leaders to connect with context, understand nuance, and lead with depth.” She describes four essential strategies, which in her words are: Look Beyond the Numbers for the Quiet Indicators of Culture; Engage in Small Acts of Noticing to Prevent Large Acts of Repair; Have Empathy and the Courage to Sit with Discomfort; and Recognize the Human Signals in Data. “Through experience,” she writes, “I’ve discovered a fundamental truth that guides my daily practice: presence precedes performance. And leadership that endures isn’t measured by how many follow you, but by how many feel acknowledged in your presence.” For instance, within the “small acts,” she advises, in her own words: Pause before responding to a colleague’s frustration. Consider why someone isn’t speaking up in a meeting. Offer mentorship without being asked. Stay curious instead of judgmental.