Leadership Strength in Uncertain Times with the "Attention Lens"

Let's be honest. The world is complex and constantly changing. Massive transformations are underway, and not all of them are pleasant. Society seems polarized and divided. Our relationships with institutions and the truth are shifting. The economy is in constant fluctuation.

"You become what you focus your attention on." Epictetus

Recently, I experienced another retreat week in my "Embodied Life" program, where we worked intensively with our attention. We specifically explored two modes: focused, directed attention and soft, diffuse attention. It became clear to me how crucial these two qualities—and the conscious switching between them—are for dealing with and effectively leading in contexts of unpredictability and ambiguity.

What happens in our brain when we experience ambiguity?

The brain has a natural aversion to uncertainty – from an evolutionary perspective, it even perceives it as a kind of pain. To avoid uncertainty, it weaves stories to fill gaps and provide explanations. In doing so, the brain is so impressively powerful that it allows us to vividly imagine how we can successfully overcome challenges – a core ability of human creativity.

Dr. Robert Burton, former head of neurology at the University of California, San Francisco-Mt. Zion Hospital, emphasizes: "Only in the absence of certainty can we be open, mentally flexible, and willing to consider alternative ideas." Nevertheless, certainty feels incredibly satisfying – almost like placing the final piece of a challenging puzzle.

In 2009, researchers at the National Eye Institute demonstrated that the brain reacts to the prospect of discovering new information in the same way it does to other rewards like food or drink – with a small dopamine boost.

Dr. Burton goes even further: "Certainty can rival the power of an addiction."

We strive for certainty because it gives us a great feeling, and we avoid uncertainty because it... well, does exactly the opposite.

The pursuit of certainty is a survival instinct.

"Our brain and body have evolved to ensure our survival – evolution is based on failures, not successes," explains neuroscientist and author Dr. Beau Lotto. Our species would have long been extinct if we hadn't developed this clever trick of our brain. But even though we survived saber-toothed cats, a feeling of uncertainty still triggers a threat response in our limbic system.

This natural survival instinct is remarkable. However, it leads us to prefer certainty and avoid uncertainty. We instinctively tend to favor knowledge over ignorance. The brain seeks to make decisions based on available information and complete the overall picture – even when it might be better to remain open.

If the brain cannot quickly complete the picture, we feel discomfort, disorientation, or fear. Many people struggle to admit that they don't know something. The societal pressure, especially in the workplace, to always have answers ready is immense.

Navigating through ambiguity, however, requires effort.

It can be tiring. Even when you think you're relaxing and letting go, our brain keeps working in the background to solve unknowns and make connections. It's a muscle that can be built with patience and effort – not some woo-woo, abstract thing you either have or don’t have. And this is exactly where our focus comes into play. More specifically, our "attention lens".

From tunnel vision to broad perspective – and back again

Focused, directed attention – clear, sharp vision

When we focus, we direct our attention like a beam of light onto a small, precisely defined field. It’s the concentrated act of looking closely, the attention to detail, the “zooming in.” In the world of leadership, this is the ability to set clear goals, identify priorities, pay attention to details, follow through on tasks and projects, and make decisions based on facts and analyses. Without this skill, we would get lost in complexity, wander aimlessly, or overlook important details.

In the body, this often feels tighter – the attention “narrows down.” You can sometimes notice it in facial expressions, like a furrowed brow, squinted eyes, or a clenched jaw. This form of focus is incredibly useful when it really matters. But it can be risky if we stay in it for too long: we miss signals and other options, lose relational awareness, and confuse speed with impact.

Soft, diffuse attention – the open, expansive perception

Here our perspective broadens, becomes soft and open. It's the "zooming out," the perception of connections, moods, and what lies between the lines. This form of attention is essential for leaders to recognize larger patterns, find creative solutions, and respond empathetically to people in times of uncertainty and ambiguity.

In the body, it becomes wider, freer. The gaze is more forward or upward, the shoulders fall back. Very helpful when things get complex: new options emerge. And risky if we lose ourselves in it: no priorities, no conclusions, everything seems equally important.

Interestingly, we often have a certain basic tendency. That is, we are more comfortable in one state or the other. We all probably know stereotypes like the "bean counter" or "Hans Guck in die Luft." And societally, as previously mentioned, evolutionarily speaking, there is a clear bias toward focused, fixating attention. Because it creates a sense of safety, even if only seemingly.

The art of interplay

What matters here is that it’s not about “either-or,” but rather the flexible ability to switch between focused and diffuse attention—depending on the situation, context, and need. Leaders who master this balance navigate complex challenges more confidently: they can dive deep to clarify details and simultaneously lift their gaze to keep the bigger picture in mind. The ability to zoom in and out, to focus and defocus, is therefore, in my view, a crucial leadership skill.

Why this is crucial for leadership in uncertain times

The current complexity demands a multi-channel perception from us: First, grasp the field (diffuse), then set the necessary priorities and make decisions. Ambiguity, in turn, requires ambidexterity. That means innovation and routine operations, exploring and executing, experimenting (diffuse) and optimizing (focused) at the same time. Both relationships and results do not require an either-or but rather an and: presence in the space (diffuse) and clarity in the next step (focused). Our nervous system serves as a navigation tool: Those who can regulate their attention mode also regulate tension, group dynamics, and decision quality. Like with a camera lens, we can adjust the angle to zoom in or out.

How the "Attention Lens" Can Specifically Help Us

Ambiguous signals instead of clear causality

In uncertain environments, data is often incomplete or contradictory. Diffuse attention helps to identify weak signals and patterns (“Something’s changing in customer feedback…”), while focused attention enables the translation into concrete hypotheses and experiments (“We’ll test this adjustment in two markets”).

Example: Your sales team reports stable numbers, but social listening reveals new needs. First, we broaden our perspective: we listen for patterns and stories, perceive various signals, and gather impressions. Then, we narrow it down: we select a target audience, create a landing page, and decide to evaluate the results after 10 days.

High pace, limited resources

When situations change quickly, staying in constant focus mode is tempting – but risky. A wide-angle perspective allows for short breaks to "update the situation picture." This way, you can avoid being highly efficient at doing the wrong thing.

Example: Customer complaints. First, we focus: We identify the bottleneck in production and define an immediate action to resolve the acute issue. Here, we direct our attention specifically to the problem to act quickly.

Then, we broaden our view: We zoom out and examine the side effects of our action within the system. What impacts arise in other areas? Are there simple workarounds that could relieve the system as a whole? Soft attention keeps the field open and allows different perspectives to coexist without being immediately judged or dismissed.

This approach helps us act efficiently yet thoughtfully – avoiding the pitfall of being very effective at doing the wrong thing.

Many stakeholders, many truths

Ambiguity means: multiple perspectives are valid at the same time. Soft attention keeps the field open until a sustainable core emerges. Focused attention then clarifies responsibilities and next steps.

Example: IT, sales, and compliance evaluate a new AI tool differently. First, we broaden our perspective: we acknowledge all viewpoints – user needs, potential risks, and opportunities. Soft attention keeps the field open and allows multiple perspectives to coexist without being immediately judged or excluded.

Then we focus: we select three important criteria, set a deadline for the decision by Friday, and appoint a pilot team to test the tool. This creates clarity about responsibilities and next steps.

This approach helps to tolerate ambiguity while remaining capable of taking action.

Innovation needs space and direction

New ideas rarely emerge with tunnel vision. The expansive mode invites surprise; the focused mode brings ideas to life.

Example: Strategy Sprint. On the first day, we broaden our perspective: we gather future signals, ask bold "What if..." questions, and uncover patterns that surprise and inspire us. This diffuse mode encourages thinking outside the box and crossing boundaries—completely free from tunnel vision.

On the second day, we focus: we select two promising bets, define clear measurement criteria, and plan the next experiments. This way, we bring fresh ideas to life and make them actionable.

This interplay between breadth and focus creates space for creativity while ensuring that visions turn into concrete steps.

Intelligently harness emotional fields

Uncertainty creates tension: fear, impatience, defensiveness. Soft attention senses the atmosphere (body language, tone, energy) and fosters empathy (not just my perspective matters). Focused attention stays on the topic and translates it into actionable steps.

Example: First, expand: "What am I currently noticing—in myself, in the room, in others?" Perhaps I sense underlying nervousness or hesitation, notice signs of stress in body language, or detect a certain sharpness in tone. Can I accept this atmosphere without immediately judging or reacting? This open, soft attention makes me more empathetic and creates space for genuine understanding.

Then, focus: "What specifically needs to be done now to ensure the presentation succeeds?" I redirect attention to the essentials, formulate clear next steps, and assign tasks. This way, the broad perception transforms into a manageable structure that enables the team to take action.

Better decisions through rhythm instead of perfection

In complex situations, "right" decisions are rarely immediately apparent. A good decision-making rhythm (wide-angle opening – laser focusing) reduces risk.

Example: Quarterly planning. First, widen: "What is currently happening in the environment?" I open my wide-angle lens and take in trends, learnings from the last quarter, and potential risks. This broad perception helps to comprehensively understand the playing field and avoid blind spots.

Then, focus: "What three priorities are we setting now?" I narrow the attention like a laser beam, define clear budgets, and assign responsibilities. This results in a concrete, manageable plan.

In week 4, a brief re-zoom follows: "Is the direction still correct?" I widen the perspective again to react to changes and adjust if necessary. This rhythm of widening and focusing reduces the risk of making wrong decisions and creates flexibility in dealing with complexity.

How this is reflected within a leader.

In addition to these practical application situations, where we can respond more appropriately to external things by choosing the right mode, the respective attention setting also influences our "inner self."

Inner Attitude (Mindset)

• From control to co-creation: In the diffuse mode, the willingness to not know everything grows – curiosity instead of being right. In the focused mode, responsibility is clearly taken – commitment instead of obfuscation.

• From clarity to tolerance for ambiguity: Diffuse allows enduring "not-yet-knowing"; focus provides orientation despite vagueness.

• From problem-thinking to hypothesis-thinking: Diffuse generates options, focus tests boldly – "testing instead of cementing".

  
  

Thinking (Cognitions)

• Metathinking: "Which attention mode fits now?" – thinking reflects on its own thought process.

• Perspective shift: Diffuse expands the repertoire (customer, system, future), focus consciously selects a viewpoint for decision-making.

• Time horizon sharpening: Diffuse works with scenarios and possibilities (mid- to long-term), focus operates with clear next steps (short-term).

  
  

Feeling (Emotions and Nervous System)

• Regulated presence: Diffuse calms hyperfocus-induced nervousness, while focus channels scattered energy. Both reduce stress peaks.

• Refined social resonance: Diffuse enhances empathy and "field intelligence"; focus prevents emotional overwhelm by establishing clear boundaries.

• Courage and confidence: Diffuse fosters connection and meaning, focus generates a sense of efficacy – together, they create sustainable courage.

If we fail to consciously switch, we remain unknowingly stuck in one mode for too long. This has consequences for us, the team, and the entire organization.

It can lead to a one-sided way of working that stifles creativity, increases stress, and complicates collaboration. In the long term, not only productivity suffers, but also the satisfaction of everyone involved.

On the other hand, a conscious shift between different work modes enables a balanced approach. This allows us to better leverage our strengths, respond flexibly to challenges, and promote innovative solutions. Teams benefit from improved dynamics, while the organization as a whole becomes more agile and resilient. Ultimately, this not only helps achieve goals but also enhances the well-being and motivation of everyone involved.

Typical Leadership Mistakes – and How Switching Helps

Too focused for too long: "We work hard, but on the wrong things."

Sometimes we get so fixated on a goal or task that we can't see the forest for the trees. You work hard, give it your all, but somehow you realize: "I'm working on the wrong thing." And that's exactly the problem: too much focus on the wrong thing can be just as counterproductive as no focus at all. The solution? Take a step back. Broaden your perspective, look at the bigger picture, and make sure you're truly working on the right things before refocusing. It's like looking at the map before committing to a route. That way, you can ensure your energy flows in the right direction.

Too diffused for too long: "We see a lot, but we’re not making progress."

On the other hand, there are moments when we get lost in possibilities. You have tons of ideas, see so many options, but in the end, everything remains vague. You feel like a hamster on a wheel: lots of movement, but no progress. This is where a clear plan can help. For example, set yourself a timebox—a fixed time frame—and consciously decide on one thing you want to work on. And then: commit. Really. No distractions, no doubts. Work focused on this one thing until you see results. This not only gives you a sense of progress but also the clarity you need to plan your next steps.

Wrong mode at the wrong time.

You’re deep in a discussion, and suddenly the wrong mode kicks in: during conflicts, every little detail gets chewed over, while with creative topics, tasks are handed out immediately. It can be frustrating and often leads to misunderstandings.

Here’s a simple trick to avoid that: Make the mode intentional! For example, say: “Let’s think broadly for 3 minutes and then decide.” This approach creates clarity and allows space for the right dynamics. Whether it’s about brainstorming creative ideas or resolving conflicts – consciously switching modes can work wonders.

Finding the balance between focus and openness isn’t always easy, but it’s worth it. It’s about staying flexible without losing track and acting decisively without being narrow-minded.

Linguistic Micro-Switches: Changing the Mode Intentionally

The way we phrase questions can significantly influence how conversations unfold and what dynamics emerge. Linguistic micro-switches are an effective tool to consciously steer the mode of a conversation—whether to explore openly or focus specifically.

For an open and creative atmosphere, questions such as:

• "What do you notice?"

• "What patterns do you see?"

• "What is missing in the picture?"

  
  

Such questions invite the expansion of perspectives, the gathering of ideas, and the discovery of new approaches. They create space for reflection and encourage broad thinking.

However, when it comes to making concrete decisions or defining clear next steps, focusing questions are helpful.

• "What is the one thing?"

• "What are we committing to today?"

• "Who does what by when?"

These questions focus attention on the essentials, promote clarity, and ensure accountability within the team.

How you notice in everyday life that your attitude is changing

In everyday life, there are subtle yet significant signs that your inner attitude is shifting. These changes are reflected in language, body, time management, and the feedback from your team.

In the language, you might notice that you ask more questions before making judgments. Phrases like “What am I not seeing yet?” become more frequent, and your commitments become clearer, such as “I will complete this task by Friday.”

Your body also reacts: a softer gaze and deeper breathing occur more often before decisions. Additionally, when deciding, you exude an upright and calm presence that conveys stability.

Your calendar also reflects your mindset. You plan time for reflection more consciously, protect your focus periods, and establish regular retrospectives as fixed parts of your routine.

Feedback from your team also shows a change. Statements like “I feel heard” or “We know what we’re doing” become more common. These responses indicate clarity, trust, and a shared understanding.

These small yet powerful signs show that your attitude is shifting positively and that you are becoming more mindful, clearer, and more present.

Embodied Leadership begins in the body – An approach that teaches us that true leadership starts within ourselves. It’s about being mindful: observing before judging and opening up before getting lost in the details. Presence over performance – and your body is an essential tool in this process.

Sometimes we notice that we’ve lost our balance. Too much focus? This often shows up as shallow breathing, a tense jaw, or a narrowed gaze. Too much diffusion? You might recognize it through soft muscle tone, an evasive gaze, or scattered thoughts.

Here’s how you can counteract this: deepen your breathing. Notice the periphery of your visual field. Feel the weight of your body on the ground. Choose one detail to focus on – or consciously broaden your gaze. Small changes can make a big difference and help you regain your balance. Embodied Leadership is a journey that brings you closer to yourself and empowers you to lead others with clarity and presence.

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Micro-Practice: 5 Minutes That Can Change Everything

You can take this small exercise into meetings and 1:1s.

1. Arrival – 3 Breaths

2. Inhale: Feel the length.

3. Exhale: Sense the weight on the chair.

4. Let your gaze soften to the periphery, allow your shoulders to relax.

   Diffused Attention – 60 seconds

5. Perceive the space as a whole: light, sounds, surfaces in contact with your body.

6. Expand your gaze as if you could “also see” to the left and right.

7. Ask yourself inwardly: What is present here right now, without me doing anything?

   Focused Attention – 60 seconds

8. Choose one thing: the most important question, a word in the protocol, the facial expression of a person.

9. Stay with it. Specifically name what you perceive. Condense it into one sentence.

10. Switch – 2–3 cycles

11. Diffuse: Allow patterns, moods, and options to emerge.

12. Focused: Prioritize, decide, or determine the next step.

13. Closing – 1 sentence

14. What truly matters now? Say it. Or write it down.

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When is which mode required?

In everyday life and professional settings, we often switch between different modes of thinking and working. But when is each mode most useful? Here's a brief guide to help you find the right approach.

Discovery, learning, strategy, conflict resolution: first diffuse, then focused

When it comes to developing new ideas, planning strategies, or resolving conflicts, it’s helpful to start with an open and "diffuse" approach. In this phase, the goal is to allow as many perspectives as possible, be creative, and recognize connections. It’s okay for things to be a bit chaotic here – it encourages innovation.

Once enough information has been gathered and approaches have been identified, it’s time to switch to a focused mode. Now it’s about clarifying, planning, and structuring. This transition from diffuse to focused thinking ensures that many ideas turn into one actionable solution.

Implementation, crisis, deadline, escalation: first focus on stabilization, then briefly examine diffusely.

In phases where quick and efficient action is crucial—whether it's a deadline, a crisis, or an escalation—the focused mode is initially indispensable. It's all about creating stability, setting priorities, and implementing the necessary steps. Clarity and goal orientation are vital in such moments.

However, even in these situations, it's worth taking a brief "diffuse" glance now and then. A moment of reflection helps to check whether you're still on the right track. Is the goal still the right one? Are there important aspects that have been overlooked? This short shift in perspective can prevent you from ending up in a dead end or getting lost in details.

The switch between diffuse and focused thinking is essential to respond flexibly and effectively to different challenges. It's not about evaluating one mode as "better," but about using both intentionally. With the right balance of openness and clarity, problems can be solved, goals achieved, and new paths discovered.

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A personal closing thought: In my self-perception, I’ve realized that my system loves focus – it feels productive. But my wisest part needs breadth to even know what to focus on in the first place. For me, true leadership today is less about “doing more” and more about “switching correctly”: between laser focus and wide-angle perspective, between condensing and opening up, between knowing and not knowing. And this switching starts in the body – breath by breath.

If you like, try it for a week and observe: What changes in the quality of your decisions, in your interactions with others, in your energy levels? I’m curious to hear what you discover.