Sep 22, 2026 · 33 min · 10 segments
Mindful leadership is not a wellness trend, it is an attention skill, and in this episode I sit down with Susan Pearse to talk about what that really means in modern work and life. Susan and I have…
Susan PearseGuest
Damien Van BrunschotHostSo let's unpack mindfulness and leadership, because it is a key theme in your work.

Because you know when people hear the word mindfulness, they automatically go to a retreat, a spiritual thing.

And that is just that when we can be in the present moment and have full attention.

So we always called it attention management because again, remember 30 years ago, bringing this in, we needed to find quite scientific engineering type

So we always used it fairly interchangeable with attention and with being present.

And that's really the skill now that we're working and living in environments that are changing at such a fast rate.

The issues that leaders face are getting more complex than leaders have ever had to experience before.

That ability to be present and draw on your wisdom has never been more important.
And when you think about attention, why is that so important? Is it like the signal and noise type issue in leadership? What's the difference between a conscious attention leader and just a competent leader, if that makes sense? How do you draw that distinction?

One of the things that I've been talking about a lot lately is that I see a shift from capability, the focus on capability to now capacity, that if I look at most leadership challenges, it's not because they don't know how to do something.

And even if they didn't, like so much AI that you could technically, you know, just search, how do I have a difficult conversation? It's more about the capacity issues.
So let's unpack mindfulness and leadership, because it is a key theme in your work.

Because you know when people hear the word mindfulness, they automatically go to a retreat, a spiritual thing.

And that is just that when we can be in the present moment and have full attention.

So we always called it attention management because again, remember 30 years ago, bringing this in, we needed to find quite scientific engineering type

So we always used it fairly interchangeable with attention and with being present.

And that's really the skill now that we're working and living in environments that are changing at such a fast rate.

The issues that leaders face are getting more complex than leaders have ever had to experience before.

That ability to be present and draw on your wisdom has never been more important.
And when you think about attention, why is that so important? Is it like the signal and noise type issue in leadership? What's the difference between a conscious attention leader and just a competent leader, if that makes sense? How do you draw that distinction?

One of the things that I've been talking about a lot lately is that I see a shift from capability, the focus on capability to now capacity, that if I look at most leadership challenges, it's not because they don't know how to do something.

And even if they didn't, like so much AI that you could technically, you know, just search, how do I have a difficult conversation? It's more about the capacity issues.
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