Manager as Witness: Redefining Leadership Through the Power of Being

Once, there was a gardener who dreamed of a lush and thriving garden. Every morning, he rose early, watering and fertilizing the plants, logging every detail in his notebook, and even hanging motivational signs that said things like “Bloom Where You Are Planted.” But despite his constant effort, the plants began to wither. Frustrated, the gardener didn’t know what to do.

Does this feel familiar? Many managers, like the gardener, dream of leading thriving teams. They plan, measure, and implement engagement initiatives, all while juggling a packed schedule. Yet their efforts often fall flat. The irony? In the rush to do more, managers may miss the very thing their teams truly need: presence.

Enter the concept of the Manager as Witness—a radical shift in how leaders engage their teams. This approach flips the corporate expectation of constant action on its head, inviting managers to embrace the power of being over doing.

The Busy Gardener

The gardener, still puzzled by his withering garden, decided to consult an old, wise farmer. The farmer listened patiently as the gardener explained all the work he had done. Then the farmer asked, “But have you sat with your garden?” The gardener blinked in confusion. “Sat with it?” The farmer smiled. “Have you felt the soil between your fingers? Noticed where the sunlight falls? Listened to the rustle of the leaves? A garden doesn’t need more plans or posters. It needs a gardener who truly sees it.”

Managers often find themselves in a similar dilemma. They’re busy ticking boxes, leading initiatives, and implementing top-down strategies—but how often do they sit with their teams? How often do they observe without intervening, reflect without judging, or listen without planning their next move?

And here’s the value: When managers take the time to witness, they uncover truths about their teams that metrics and reports can’t reveal. Presence creates the foundation for trust, insight, and meaningful action.

Why Managers Struggle to Witness

The challenge with witnessing lies in its simplicity. In the corporate world, where action equals value, stepping back to observe can feel counterproductive—even rebellious. Yet this restraint is difficult for several reasons:

1. Witnessing Requires Vulnerability Being present means relinquishing control. It requires managers to trust their teams and let go of the urge to solve every problem immediately.
2. The System Expects Action Leaders often feel pressured to “fix” or “do” to prove their worth. Witnessing, by contrast, is a quieter power that goes against the grain.
3. It’s Unfamiliar Territory For many managers, “being” isn’t a skill they’ve been trained to practice. It takes intention and patience to develop.

Practicing the Manager as Witness

Humbled, the gardener decided to take the farmer’s advice. The next morning, he set down his tools and sat quietly among his plants. He noticed that the sun barely reached the daisies in the corner. The roses, though beautiful, were growing in soil that had turned dry and cracked. For the first time, the gardener truly saw his garden—not through his plans, but through his presence.

Managers can follow the gardener’s lead by embracing practical ways to witness their teams:

1. Observe First, Act Later In team meetings, resist the urge to jump in. Spend the first five minutes observing. Who speaks first? Who stays silent? What dynamics unfold? Reflect your observations back to the team without judgment: “I noticed excitement when X was mentioned. What do you all think about that?”
2. Use Silence as a Tool In one-on-ones, let silence do the heavy lifting. After asking an open-ended question, pause and listen deeply. You might ask: “What’s been most energizing for you lately?” Then sit back and let the response unfold.
3. Create Feedback Loops Regularly check in with your team about how your leadership feels to them. You might say: “I’m experimenting with stepping back more to give you space. How’s that working for you?”
4. Anchor in Strengths and Values Witnessing doesn’t mean passivity. It means seeing what’s already there and amplifying it. Highlight strengths you observe in action: “I noticed how you framed that problem. It brought clarity to the whole group.”

The Rebellion of Being

Slowly, the gardener’s garden began to bloom again. By sitting with it, he saw what was needed: sunlight for the daisies, water for the roses, and, most of all, time and attention. His presence transformed the garden, not through more effort, but through deeper understanding.

The Manager as Witness can feel a little rebellious in a culture that glorifies doing. It’s about reclaiming the power of being fully present—of seeing your team not as problems to solve, but as a vibrant ecosystem to nurture.

As a manager, ask yourself: What might I see if I stopped rushing to fix and started slowing down to witness? The answers might just transform your team—and yourself.

Are you ready to take a pause on managing and start witnessing?