Leadership Tips

Contemplation Day

Have you ever wished, in your stressful business day, that you had a contemplation day? A day to just reflect, rest, get in touch with your heart, yourself– fully? But instead, you hurry to your next meeting, your next task, which in the moment seems urgent and much more important than your own personal need to take a break – just for a day….

I have done a lot of contemplation lately, because I got sick from being in a stressful modus and energy field within myself, I was spinning faster and faster to be on top of things. Trying to have control instead of letting go. But this modus operandi didn´t make me more efficient, better at my job or a better human being. In the contrary it made me worse in all these three areas. Instead, I got sick, and needed a time out of work. And I had to taste my “own medicine” which I tell leaders all the time; Give yourself care, slow down, stop and recharge.

I see the same thing happening in workplaces more frequently than previous. Successful leaders – women and men – trying to keep up with everything - but themselves. Thinking it’s the right thing to do, the only thing to do. And then, like me, they don´t see another choice at this moment. They feel the adrenaline, the importance, the satisfaction of being ahead of things. But in this world where changes, demands and expectations increases in tempo and strength, the old way of doing things might not work anymore. Maybe we need to change our mindset too? And perhaps take a time out of this modus operandi both physically, mentally and emotionally?

One of my suggestions is to start by taking a contemplation day! Maybe even on a regular basis. To get recharged, reflect, go deeper within to find answers, instead of searching externally in the fast-spinning world.

What would you do on your contemplation day?

STABILITY IN LEADERSHIP

Many leaders who reach out to me express a strong desire to achieve greater balance in their leadership. When I ask what they mean by balance, the answer is often about the experience of spending too much time either being in—or thinking about—demanding work situations, and too little time on things that provide energy and connection in their personal lives. These same leaders are usually highly aware that work-life balance is both sensible, important, and necessary. Which makes it even more frustrating—and at times even shameful—when they feel they’re not managing to achieve it in daily life.

My own view and experience of balance, however, is a bit like happiness: it’s a feeling or a state of being that is more about the moment, the here and now, than a lasting condition. If I set out to achieve happiness or balance “in life in general,” I’m likely to feel like I’ve failed, rather than noticing all those happy moments when everything just feels right. Real life and real work bring so many variables we can’t control, and that easily throw us off balance.

That’s why I want to highlight something else: stability. I’ve found that when I create stability in myself—within what I can influence—it often leads to a greater sense of balance. For example, I’ve identified three things I practice every single day that bring a sense of stability for me—and in turn, make balance more accessible than it used to be.

  1. My Morning Ritual

    2. I choose to start each day with the same routine: a morning meditation or quiet moment with myself, usually 15–20 minutes. I practice Qigong and use it as my form of meditation. It could just as well be something else—like journaling your thoughts for the day, enjoying a coffee with yourself, or doing some light movement or stretching that helps you wake up well.

    It doesn’t have to take long. What matters is the consistency and the intention—a few minutes with yourself to start the day in a way that nurtures you. Over time, this simple act of showing up for yourself each morning creates a deep sense of stability—one that grounds you, no matter what the day brings.

  2. A Pause Before Action

    3. Like many leaders, I’m someone who naturally says yes and dives into challenges that arise. I also tend to take on other people’s problems. I’ve realized this can drain my energy before I even recognize it—because I don’t always check in with myself about whether it’s truly the right use of my energy in that moment.

    To support greater awareness around how I spend my energy, I’ve cultivated a small but powerful habit: I take a conscious breath before responding to a request or launching into the next task. This pause gives me a chance to sense my own internal state: Is this something I really want—or need—to do right now? Or am I already feeling depleted before I begin?

    It’s remarkable how much clarity this brings. A simple breath can create focus, presence, and stability—which, again, nurtures the overall feeling of balance.

  3. Self-Compassion

    4. I wish I could always spend my time “right”—for myself and for others—and as a leader, I wish I could always be present and intentional in every moment. But I’m human. I’m still learning and growing, and I too fall into old patterns or get distracted.

    What’s changed for me is that I now offer myself compassion, rather than letting my inner critic tear me down. Of course, reflection and learning from mistakes are essential—and balance sometimes means repairing or correcting what I could’ve done differently. But I’ve experienced that I’m far more able to stabilize myself when I meet my own shortcomings with care and love, instead of harsh judgment.

    And something beautiful happens when I do: my generosity toward others’ imperfections also increases. This supports stability in relationships as much as in myself.

There are so many other tools that can support greater inner stability and a deeper experience of balance. The most important thing is that you, as a leader, start with something that feels like a “ripe fruit”—an easy first step that helps you reconnect with yourself and set healthy boundaries.

And I’d love to hear from you: What simple tools or rituals help you find balance in your leadership life? Feel free to send me your thoughts—they might inspire someone else as well.

Warm regards,

Ann Iren

The Magic of Seeing and Being Seen

One of the most important themes that consistently comes up in my work with leadership and team development is the desire – and the need – to be seen by leaders and colleagues in the workplace. Various studies on motivation confirm that feeling seen and heard by your leader has a powerful effect on your sense of motivation, belonging, and value within the organization. It’s a vital topic that deserves attention in any leadership conversation.

I often challenge the leaders and teams I work with to be specific about what “being seen” actually means: What does it look like in practice? When do we truly feel seen?

It’s not always easy to articulate, even though most of us clearly recognize the impact of the experience. But through open reflection and dialogue, certain expressions consistently emerge—regardless of industry, position, or company culture:

  • Eye contact and full physical attention during a conversation
  • Being included or asked for input—and having that input genuinely heard and acknowledged
  • Receiving authentic and specific recognition for your work or contributions
  • When facing challenges—at work or at home—and someone asks how you're doing or offers support
  • A warm smile, a “hello” in the morning, and a “goodbye” at the end of the day
  • Being cheered on by colleagues or your leader when you achieve something you didn’t think you could
  • Offering your help so that others can succeed

I can definitely relate to this—and perhaps you can too?

Seeing each other happens in relationship, in the moments of connection between us. That’s why it has so much to do with how we meet one another—both physically and mentally. Eye contact, genuine interest, attentive listening, and heartfelt recognition are powerful tools in building trust and connection—in both directions.

Most of us need to practice this kind of presence: allowing ourselves to be moved, inspired, to give and receive—from both the heart and the head. That’s why I often encourage leaders and teams to train these micro-moments of connection with each other—to create meaningful experiences that can grow and strengthen future interactions.

I’ve seen firsthand how this can generate lasting value—on many levels.

Warm regards,

Ann Iren