Dear readers,
Leadership today is no longer just about directing tasks or making decisions from an ivory tower. Employees expect orientation, but above all they want their ideas, strengths and challenges to be noticed. Modern teams are often made up of highly skilled professionals who work independently, make use of hybrid work models, and are no longer satisfied with rigid hierarchies. Anyone who wants to lead effectively must understand that motivation, engagement and performance no longer emerge automatically from instructions, but from the feeling of being seen and understood.
Leadership today is defined less by control and direction and more by accompanying people on their journey, by recognizing and nurturing their potential. Employees want to take ownership, assume responsibility, and experience that their contributions are valued. Leaders who create such conditions build teams that are both more productive and more resilient.
Noticing: Three levels of awareness
In this context, the concept of „Noticing“ has particular significance. Dust and Mercurio (2025) describe how leaders can consciously perceive people on three levels: physical presence, emotional resonance, and strategic attention.
Physical presence means truly being there. Those who listen actively, minimize distractions, and focus deliberately on the person in front of them communicate: „I see you“. This becomes evident through thoughtful follow-up questions, attentive eye contact, or small gestures such as nodding and affirming remarks. In hybrid work environments, where many interactions take place remotely and nonverbal cues are reduced, this form of presence is particularly crucial. Just as a child develops a sense of self through mirroring by a caregiver, employees grow stronger when they feel seen and acknowledged by their leader (Winnicott, 1965).
Emotional resonance is the ability to show empathy and pick up on emotional signals. It means taking employees’ feelings and moods seriously and responding sensitively. Bion (1961) showed in Experiences in Groups that groups develop unconscious basic assumptions (e.g., dependency, fight/flight). Leaders who practice Noticing perceive such unspoken emotions and are able to deal with them constructively. Lawrence, Bain & Gould (1996) emphasize that the organization functions as an „emotional container“. Emotional resonance here means that leaders can hold and interpret fears and uncertainties. Expressing empathy communicates: „I see you, I understand you, and your situation matters to me”. This builds trust, psychological safety, and a climate where employees communicate openly and contribute actively.
Strategic attention means intentionally recognizing talents, strengths, and contributions. It’s not only about identifying high performers, but also about discovering potential, fostering individual strengths, and aligning tasks with people’s skills and interests. Leaders who practice strategic attention combine recognition with targeted development, thereby creating sustainable motivation and commitment.
The psychological power of noticing
Human beings are deeply social. Baumeister and Leary (1995) showed that the need for belonging and recognition is one of the most fundamental psychological needs. When people feel that their work, ideas, or very presence are noticed, they experience intrinsic motivation that goes beyond external rewards.
Perception also strengthens self-efficacy. Bandura (1977) defined this as „the belief in one’s own ability to master challenges successfully”. Employees who feel seen are more likely to take responsibility, develop creative solutions, and contribute innovative ideas. Grant and Gino (2010) demonstrated that appreciation and perceived significance lead to greater problem-solving abilities and cognitive performance.
Finally, being noticed fosters emotional attachment to the team and organization. Employees who feel seen are more loyal, contribute to a positive workplace climate, and are willing to stay engaged even in difficult times. This is a decisive success factor, especially in hybrid or diverse teams where belonging and visibility do not arise automatically.
From theory to everyday life: a practical example
Thomas leads a team of six, some of whom work remotely. In a team meeting, he notices that Jonas is unusually quiet. Instead of ignoring this, he invites Jonas to a short one-on-one conversation afterwards. He gives him his full attention, listens actively, and signals through eye contact, gestures, and tone of voice that he is truly interested in Jonas’ perspective (this is physical presence).
During the conversation, Thomas realizes that Jonas feels insecure because his project has hit unexpected obstacles. He responds with empathy, shows understanding, and conveys: „I see how committed you are, and I understand what you’re going through.” (this is emotional resonance).
Finally, Thomas recognizes Jonas’ particular talent for creative problem-solving, a strength that has not been fully utilized yet. He suggests that Jonas take on a role in an upcoming project where this ability can be applied and specifically praises his past contributions (this is strategic attention).
The result: Jonas feels seen, understood, and motivated to continue contributing actively. The whole team benefits from the positive energy, as recognition is no longer abstract but becomes tangible and specific.
These small moments, when leaders consciously notice and express appreciation, add up over weeks and months to create a culture of recognition that measurably strengthens motivation, engagement, and loyalty.
Pitfalls and challenges: What really matters
Noticing only works if it is lived authentically and consistently. Superficial praise or generic recognition quickly feels insincere. Unequal attention can also breed frustration if only certain employees are seen or rewarded. Perception requires time, and leaders must deliberately integrate it into their routines instead of falling back into a narrow focus on results.
The solution lies in systematization. Regular one-on-one conversations, structured feedback sessions, and consistent acknowledgment of contributions ensure that being seen becomes an ingrained leadership practice, without disrupting daily operations.
Leaders who practice conscious Noticing lay the foundation for high-performing, resilient, and engaged teams. Those who truly see others become more visible themselves, as leaders who inspire, motivate, and create lasting impact.
Yours,
Theo Zichel
Overview of sources:
|
More blog posts on this topic: |
Image source: Photo by Freepik