Thought Leadership Paper : The Art of “Being” while “Doing” in Ambiguous Times
We live in an era characterised by ambiguity, complexity, and continuous change. Leaders and their organisations frequently face shifting priorities, evolving team dynamics and growing global political and economic volatility. Often, the instinctive reaction to this volatility is to intensify activity: moving faster, deciding sooner, and working harder. Yet, at Elevate-CLE, we consistently observe that resilience and sustained effectiveness in VUCA contexts actually stem from striking a balance between decisive action and intentional presence. What we refer to, and what many of our clients know well, is the conscious practice of “being” while “doing.”
Balancing Action with Intentional Presence
Research evidence shows that the soundest leaders navigate ambiguity by consciously slowing down enough to reconnect with their core values, gain clarity, and approach complex problems with renewed insight. We have evidenced this through various impact evaluations we have conducted for clients, and it has become a consistent outcome. Practising intentional presence and focusing on being while doing helps leaders consistently operate from “above the line,” fostering intentional and adaptive responses to complexity and change.
Conscious Leadership, Neuroscience and Decision Making
The concept of “above-the-line” leadership, as presented and explored in The 15 Commitments of Conscious Leadership by Jim Dethmer, Diana Chapman, and Kaley Klemp, beautifully complements our research and practice. For Dethmer et al., being “above the line” means responding with openness, curiosity and commitment to growth rather than with defensiveness or reactivity (Dethmer, Chapman, & Klemp, 2015). Self-reflection and practising presence are essential requirements for leaders in our current state of the world.
Exploring further, neuroscience offers additional insight into why this practice is so powerful. Research highlighted by Harvard Business Review shows that being present and mindful can literally reshape our brains, enhancing areas related to emotional regulation, decision-making and resilience. More specifically, regular mindfulness practice strengthens the prefrontal cortex, which is responsible for executive functioning and self-awareness, while reducing activity in the amygdala, which governs our fight-flight-freeze responses. Leaders who understand and effectively leverage this knowledge manage their emotional states and respond thoughtfully under pressure (Congleton, Hölzel, & Lazar, 2015).
In a similar vein, Cheryl Strauss Einhorn argues that, in a state of ongoing crisis, leaders benefit from structured pause points before making decisions. In her HBR article “In Uncertain Times, Ask These Questions Before You Make a Decision”, she outlines the AREA method (Assess assumptions; Recognise your priorities; Evaluate potential options; Apply a decision), offering a practical tool for mindful action even when clarity is limited. Embedding these questions into daily routines helps leaders maintain presence and make value-aligned choices without perfect information (Strauss Einhorn, 2025).
Cultivating Intentional Presence as Leadership Superpower
At a recent Elevate-CLE workshop, participants directly experienced the transformative power of presence. Before diving into a demanding session, they were invited to pause for intentional reflection: “How am I entering this session?”, “How am I being while I am doing?”. This simple invitation mirrored our coaching practice and yielded clear benefits: participants reported sharper thinking, richer dialogue, greater motivation, and eagerness to listen and share. As one leader reflected, “That intentional pause helped us all feel more grounded and led to deeper trust and creativity in our conversations.” And this was exactly what we wanted them to experience.
From our evidence-based practice and research, leading effectively in ambiguous times involves more than just responding quickly; it requires the conscious integration of reflection and intentional presence into daily practice. By cultivating deliberate moments to pause and reflect, whether through brief breathing exercises, grounding techniques, or strategic pauses, leaders can enhance their cognitive clarity, emotional regulation, and overall decision-making effectiveness.
When uncertainty becomes the norm, being and being present is truly a leader’s most valuable superpower.
So, as leaders in your own right, what will the Art of Being while Doing look like for you at work, at home, and in your social interactions? What difference do you witness?
Coming up - Thought Leadership Paper:
Our forthcoming deep dive into emotional intelligence, Hogan 360° assessments and their role in driving inclusive, high-impact leadership.
References
Congleton, C., Hölzel, B.K. & Lazar, S.W. (2015) ‘Mindfulness can literally change your brain’, Harvard Business Review, January. Available at: https://hbr.org/2015/01/mindfulness-can-literally-change-your-brain
Dethmer, J., Chapman, D. & Klemp, K. (2015) The 15 Commitments of Conscious Leadership: A Paradigm for Sustainable Success. Oakland: Conscious Leadership Group.
Strauss Einhorn, C. (2025) ‘In uncertain times, ask these questions before you make a decision’, Harvard Business Review, 1 May. Available at: https://hbr.org/2025/05/in-uncertain-times-ask-these-questions-before-you-make-a-decision