Leaders in the workplace are often faced with the challenge of leading with intention and foresight whilst keeping up the pace of demand within their departments. While it’s understandable that business demands can take priority, there is a hidden danger being in a constant state of busyness, many leaders can be so focused on the deliverables that they lose touch with one of their most powerful assets, their people.
Mental availability, the ability to be fully present with your team members and open to feedback, is an essential but often overlooked quality for leaders today. Prioritising it can provide significant benefits for not only team dynamics but personal growth and organisational success.
Why does mental availability matter?
Mental availability is about being fully present and attentive, not only to your own thoughts and actions, but to those of others, listening without distractions and judgement, being open to feedback, hearing their needs and concerns. It means setting aside time from the constant pressure of tasks to create a space where team members feel valued. When people feel heard, they are most likely to bring the best version of themselves to work, what we refer to at Insights as their “Good Day” energy.
This can be a challenge for leaders who are often measured by tangible outcomes and efficiency, but the ability to listen to team feedback and make time for introspection can be just as critical to long-term success as achieving quarterly targets. Leaders who aren’t mentally available may unintentionally send signals to their team that their input isn’t valuable. This lack of connection can gradually erode trust, discourage open communication and impact team morale. Employees who feel unheard are less likely to display their “Good Day” energy, and without honest feedback, leaders risk making decisions without the full picture.
The value of listening
When leaders take their time to listen attentively, they can unlock insights into their team dynamics, uncover potential blind spots, and inspire a more engaged workforce. Each person brings a unique perspective, work style and personality, and as a leader, embracing this diversity is crucial. Actively listening can create an environment where everyone feels seen and valued, motivated to share their views.
One of the most effective ways to do this is by creating an inclusive culture that celebrates individual differences, tools such as Insights Discovery can help to identify the differences within your team or the different “colour energies” that your team is made up of. Taking the time to listen to your team means recognising that people may operate and recharge in different ways. Some may need quiet, focused time to perform at their best, while others may thrive in collaborative environments.
Actively listening also allows you to recognise early signs of discontent, disengagement, or frustration among your team members. By addressing issues promptly, leaders can maintain a positive work environment and prevent small concerns escalating into major problems. Leaders without mental availability may miss these subtle clues, allowing issues to negatively impact productivity and retention.
Reflection as a tool for growth and connection
Mental availability is not only about listening to others, it also involves listening to yourself. Reflection is a powerful tool we can leverage to examine our own behaviours, communication style and the impact on the teams we manage.
Many leaders are so focused on driving results that they rarely stop to think about how they come across or the impression they leave on their teams. But by understanding how you are perceived and embracing feedback, it provides the opportunity for growth.
Creating space for feedback and insights helps you grow as a leader, but it is important to approach this in a structured way, by using a 360-feedback tool such as Insights Discovery Full Circle. Feedback is an incredible gift, a way to uncover aspects of your leadership style that may be holding you back.
For example, a leader may be surprised to learn that their direct approach, while intended to provide clarity, is perceived by some as overly critical. With awareness, they can adjust their style to ensure their message is received as intended.
Cultivating mental availability
Making time for reflection: Make reflection part of your routine by setting aside dedicated time each week to think about recent interactions, team feedback and personal behaviours. Even setting aside 15 minutes for focused introspection can lead to meaningful insights.
Create space for open feedback: Encourage team members to share their ideas and concerns openly. This could be through 1:1 meetings or team surveys. Leaders who listen without judgement or defensiveness cultivate a safe environment where employees feel comfortable sharing their views and opinions.
Actively listen: In conversations, commit to listening fully, without interrupting or judgement, it may be helpful to repeat back key points to confirm understanding, showing team members that their feedback is both heard and valued.
Observe: Practice stepping back to observe the dynamics within the team, noting both verbal and non-verbal cues. This can provide valuable insights into team morale, engagement levels and unspoken challenges.
Practice self-compassion: As part of your reflection process, it’s important not to become overly critical of yourself. Personal growth takes time, and the goal of mental availability isn’t being perfect all the time but looking to continuously improve.
What are the long-term benefits?
Mental availability allows leaders to develop a balanced perspective, to attune not only to goals and metrics but also to the human aspects of leadership. When we prioritise this quality, we foster a culture of mutual respect, encourage innovation, and enable teams to work at their full potential.
Leaders with self-awareness serve as role models, inspiring others within their team to embrace similar qualities. Mental availability isn’t just a soft skill, it’s a strategic asset that benefits everyone involved, leaders, employees, and organisations.
Written by Tony Fournier.
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