When Did You Last Allow Yourself To Be Seen?

In my last newsletter I wrote about emotional agility as a leadership skill. In this newsletter, I want to share what that really felt like.

There was a moment during the certification that caught me off guard.

I was standing opposite another participant. No talking. No fixing. No advising.

Just eye contact.

And in that stillness, something shifted.

To look into another human being’s eyes and feel - not intellectually, but viscerally - that they are enough exactly as they are.

And then to allow myself to be seen in return.

Not as the coach.

Not as the CFO.

Not as the competent one holding it all together.

Just as me.

And if I’m honest, that felt terrifying.

So much of leadership is performance.

We hold composure. We project certainty. We manage perception. Particularly in the world of finance, where credibility is currency and weakness feels dangerous.

But here’s what I was reminded of:

The real power is not in being impressive.

It is in being present.

Throughout the week we practised embodiment, not as something abstract, but as a way of integrating learning into the body.

A conscious movement practice, rooted in 5 Rhythms Dance philosophy, invited us to drop out of our heads and into our physical experience. No choreography. No judgement. Just noticing.

We worked with breath, not to optimise performance, but to soften control. To make space for emotion. To allow vulnerability.

And what became clear is this:

When we stop armouring ourselves, when we allow ourselves to be seen, even in uncertainty, something extraordinary happens.

Connection deepens.

Defensiveness softens.

Trust accelerates.

In my work with CFOs and senior leaders, I often talk about leadership presence.

And presence is not dominance.

It is not volume.

It is not perfection.

Presence is the capacity to sit across from another human being and communicate, consciously or unconsciously:

“I see you.”

“And I am willing to be seen too.”

When leaders feel they must always have the answers, they create distance.

When they allow appropriate vulnerability, they create safety.

And safety is what enables innovation, collaboration and courageous conversations.

So my questions for you this week are:

Where in your leadership are you still performing… rather than allowing yourself to be seen?

And what might shift if you softened, just slightly, into presence rather than protection?

This is the work I hold space for with my clients. Not performative vulnerability. Not oversharing.

But grounded, embodied leadership.

Because when we truly feel that we are enough, and allow others to feel that too, we don’t lose authority.

We gain influence.

And that changes everything.

If you are ready to do this work let’s connect.

With love

Sue