The People Part of Leadership (No One Prepares You For)

The People Part of Leadership (No One Prepares You For)

There’s a moment most leaders recognise. You sit down at the end of the day and think… what did I actually get done? Not what was planned. What actually happened. The conversation that ran over. The issue that landed out of nowhere. The thing you’re still turning over in your head now. And somewhere in that, you realise: this is the work. Not the plan. Not the strategy. The people.

Most leaders don’t struggle with the technical side of leadership. They struggle with the people side, because it doesn’t stay contained. It spills across meetings, into gaps in your day, and into your thinking long after you’ve finished. Conversations don’t just take time, they take thinking.

A 2023 report from McKinsey & Company highlights how leadership roles are becoming increasingly people intensive, with less space between interactions. This isn’t part of leadership anymore. It is leadership.

And here’s where it quietly shifts. You start by leading the work. Then, without really noticing, you start holding it. Taking things on. Carrying conversations. Resolving things quickly because it’s easier. Until your day isn’t shaped by what matters most. It’s shaped by what arrives.

Leadership isn’t what’s in your calendar, it’s what stays in your head afterwards.

That’s the part that catches leaders out. Not because they’re doing something wrong. Because they’re doing what works. But over time, it costs you. Not just time. Thinking.

When everything is coming at you, there’s no space to step back, prioritise properly, or think clearly. So the move isn’t to do less. It’s to lead this part of your role more deliberately. Notice when a conversation is expanding and hold it just enough so it doesn’t take over. “This matters. Let’s focus on what’s most important here.” Notice when you’re stepping in too quickly and shift the thinking. “What do you see as the next step?” Create space for conversations so they don’t take it, and close loops so they don’t sit with you longer than they need to.

And in those moments where something lands with urgency, where you feel the pull to fix it straight away, steady it. “I can hear this matters. Let’s take a moment.” Then ask yourself: is this mine to lead, or am I taking it on?

If you don’t lead the people part of leadership, it will lead you.

Where has the people work started to lead you, instead of you leading it?

Go with clarity this week
Mary-Anne

When We Smooth It Over, Step In… or Stay With It

When We Smooth It Over, Step In… or Stay With It

Someone says, “I’m feeling really overwhelmed.”

What you do next matters more than you think.

Not in a big, dramatic way.
In a small, almost invisible one.

You either smooth it over.
You step in.
Or you stay with it.

And over time, those moments shape everything.

I have been sitting with this after revisiting the work of Martyn Newman.

Empathy is not sympathy.

But in practice, the difference is not always obvious.

It shows up in how we respond in moments like this.

It often starts here

You nod.

“That sounds tough. This time of year is always hectic. Just do what you can.”

You mean well.
You are kind.
You acknowledge it.

But you stay outside the experience.

They nod.
They say they will be fine.
And they leave… still carrying it.

Nothing has really shifted.

Sometimes we move closer… but not deeper

You step in quickly.

“Okay, leave that with me. I will take that off your plate.”
“I will sort it.”

It feels helpful.
It feels like leadership.

And sometimes, it is.

But often, you have removed the discomfort… without really understanding it.

Over time, this can:

• reduce ownership

• lower confidence

• create reliance

• increase your load

The problem gets handled.
But the person does not necessarily grow.

And then there is a different move

You pause.

“Tell me a bit more about what is feeling overwhelming right now.”

They start at the surface.

You stay.

“What is the part that is sitting with you the most?”

Now the real thing emerges.

You do not rush to fix it.

“That sounds really heavy. I can hear how much you are carrying… and how much you care about getting it right.”

Something shifts.

Their thinking opens.
Their shoulders drop.
They feel seen.

And from here, you move forward together:

• What would help right now?

• What matters most this week?

• Where can we ease the load, and where do you want to hold it?

This is where empathy lives

Not in what we believe.
But in how we respond.

As Antonio Damasio reminds us, emotion shapes thinking.

And under pressure, as Lisa Feldman Barrett explains, our brains simplify and protect.

So when people do not feel understood:

• thinking narrows

• contribution reduces

When they do:

• thinking expands

• trust strengthens

• people engage more fully

The tension

Smoothing it over is fast.
Stepping in feels good.

Both reduce discomfort quickly.

But they can also move us away from what matters most.

Empathy asks something else.

To slow down.
To stay.
To understand before moving on.

The reflection

Because when someone brings you something real, there is always a choice.

Not a big one.
A small, almost invisible one.

Do you smooth it over?
Do you step in?
Or do you stay with it?

That choice shapes:

• how safe people feel

• how openly they think

• how strongly they contribute

And slowly, quietly… it shapes your culture.

Maybe empathy is not something we simply value.

Maybe it is something we practise,
moment by moment,
in the spaces where it would be easier not to.

Mary-Anne 💛

When Things Feel Quieter Than They Used To

When Things Feel Quieter Than They Used To

There are moments in leadership where things just feel a bit… quieter.

You are still showing up.
Still doing the work.
Still carrying what needs to be carried.

But something has shifted.

The energy is not quite the same.
The certainty is not quite the same.
The edge you used to feel has softened.

And then the thinking starts.

Am I making a difference here?
Is this worth the energy I am putting in?
Do I still have what it takes to keep doing this?

This is the part of leadership that does not get talked about much.

Not because it is rare.

But because it is subtle.

When things feel quieter, it is easy to assume something is wrong.

But often, it is not a failure.

It is a signal.

A Simple Way to Work With It

When that shift shows up, keep it practical.

Notice it

Recognise that something has shifted.
No judgement. No overthinking. Just awareness.

Name it

Be clear about what is underneath.

Is it frustration from things not moving?
Fatigue from holding a lot for a long time?
Self doubt creeping in?

Naming it brings clarity.

Reconnect

Come back to what matters.

Why did this work matter to you in the first place?
What still matters, even now?

And then take one small step back in.

Not everything.

Just one move.

One idea.
One conversation.
One moment where you bring a bit more of yourself back.

The Reality

Momentum does not return all at once.

It rebuilds.

Quietly.

So if things have felt a bit quieter for you lately, take that as information.

Not that something is wrong.

But that something needs reconnecting.

Notice it.
Name it.
Reconnect.

And start there.

Arohanui

Mary-Anne 😊

Pressure and Perspective - Look for the Gold First

Look for the Gold First

Pressure has a reputation for sharpening thinking. Decisions come faster. Options reduce. Things feel clearer.

But there is something else happening beneath the surface.

Our brains are wired to notice problems first. It is part of our survival system. Neuroscientists describe this as the negativity bias. When the brain senses pressure, it scans quickly for risk, error, and threat. In leadership, that often shows up as a rapid search for what is wrong.

What needs fixing.
Where the gap is.
What isn’t working yet.

This instinct can be useful. It helps us identify issues quickly. But when pressure is high, it can also distort how we see people, performance, and progress.

When the brain is scanning for gaps, it often overlooks the gold that is already present.

Positive psychology offers a helpful counterbalance here. Researchers such as Martin Seligman and Barbara Fredrickson have shown that development accelerates when people build from strengths and existing success. When leaders begin by identifying what is working, they widen thinking, motivation increases, and new solutions become easier to see.

This is where the idea of mining the gold becomes powerful.

Before searching for gaps, we pause and look for:

• what is already working
• where progress is visible
• what strengths are present
• what capability already exists

In leadership conversations, this shift changes the entire dynamic. Instead of beginning with deficiency, we begin with possibility.

Neuro-linguistic programming (NLP) describes this as resource activation. When people recall moments of competence or success, the brain reactivates those emotional and cognitive states. Confidence rises. Thinking becomes more creative. Solutions become easier to generate.

In other words, when leaders start with the gold, the brain becomes more capable of addressing the gaps.

This does not mean ignoring problems. Leadership still requires honest reflection and improvement. But when development begins with strengths, gaps become areas for growth rather than evidence of failure.

Teams begin to think differently.

Instead of asking:
“What’s wrong here?”

The question becomes:
“Where is the gold, and how can we build from it?”

Under pressure, this matters even more. Pressure naturally narrows thinking toward risk and error. Leaders who intentionally look for strengths first help reopen perspective.

They notice capability before deficiency.
Progress before problems.
Possibility before limitation.

And from that place, development becomes both more human and more effective.

A moment to reflect

Where is the gold in my team right now?

What strengths might I be overlooking because I am scanning for gaps?

How might starting with the gold change the development conversation?

Go with clarity this week
Mary-Anne

The Leadership Question Most People Avoid

The Leadership Question Most People Avoid

The moment we decide someone else is the problem, we quietly step outside our own influence.

One of the most revealing signals in a strained relationship is a simple sentence:

“I don’t have a good relationship with them.”

It sounds like an observation.

But hidden inside that statement is a subtle shift.
The dynamic has been positioned entirely with the other person.

And when that happens, influence narrows.

The Leadership Reframe

In coaching and cognitive psychology, there is a powerful practice called reframing. It involves deliberately changing the lens through which we interpret a situation.

Instead of asking:

What is wrong with them?

A more useful question emerges:

How might I be relating in a way that is shaping this dynamic?

This is not about blame.

It is about returning to the one place influence always exists. Our own stance.

Because the moment we ask that question, the situation becomes something we can influence rather than something we simply observe.

Seeing the Dynamic

One of the most powerful shifts leaders make is learning to look at situations from more than one vantage point.

First, there is our own perspective.
What we notice. What we interpret. What we feel in the moment.

Second, there is the perspective of the other person.
How the interaction may be experienced on their side of the conversation.

But the most useful perspective is often a third one.

The ability to step back and see the interaction itself.

Not just the individuals involved, but the pattern unfolding between them. The signals, responses, and assumptions that shape the dynamic over time.

When leaders develop the capacity to see the interaction in this way, something shifts.

Attention moves away from judging the person and toward understanding the dynamic between people.

And dynamics can change.

When Language Limits Influence

Listen closely to how workplace dynamics are often described.

They are disengaged.
They push back on everything.
They avoid accountability.

These statements feel factual. Yet psychologically they position the problem outside the person describing it.

Research on locus of control, first described by psychologist Julian Rotter, shows that people who operate with an internal locus believe their actions influence outcomes. Those who operate with an external locus see outcomes as shaped primarily by others.

Leadership influence grows in the first position.

The Subtle Shift

This is what reframing looks like in practice.

“They push back on everything.”
Becomes: How do I respond when ideas are challenged?

“They seem disengaged.”
Becomes: How am I inviting participation?

“They avoid accountability.”
Becomes: How clear have I been about expectations?

“They shut down in conversations.”
Becomes: What signals might I be sending about psychological safety?

The shift is subtle, but significant.

Attention moves from judging behaviour to understanding the dynamic between people.

Where Leadership Influence Really Begins

Leadership is not simply about observing behaviour.

It is about shaping the conditions in which behaviour occurs.

Relationships at work are not static. They are ongoing interactions.
Every question, response, and tone shifts the dynamic.

Which means influence rarely begins by changing someone else.

It begins by changing the position from which we engage.

Next time you hear yourself thinking:

“I don’t have a good relationship with them.”

Pause.

And ask the question that reopens influence:

How might I be relating in a way that is shaping this dynamic?

Because the moment we shift perspective, we expand the space in which change becomes possible.

I’m curious to hear your thinking.

When relationships at work become difficult, what helps you step back into influence?

Go well this week
Mary-Anne