For most of my career, I considered multitasking one of my greatest strengths.
In many ways, it had to be. I still going it only if I have to , I am very good at, so everyone tells me.
Leading international development programs across dozens of countries, managing partnerships with First Ladies, Presidents, Ministers, healthcare professionals, media teams, and internal teams often meant handling multiple priorities simultaneously.
A typical day could involve reviewing a healthcare capacity building program in Africa, preparing for a high-level meeting in Asia, approving communication materials, responding to urgent requests, preparing impact reports, developing new awareness campaign , chairing scientific committee, daily performance management and speaking with colleagues across different time zones and more.
For years, I believed this was simply what leadership looked like.
The busier I became, the more I convinced myself that multitasking was a sign of effectiveness.
But over time, I began to notice something important.
Being busy was not always the same as being fully present.
The Cost of Constant Switching
While multitasking allowed me to manage an extraordinary number of responsibilities, it also came with a hidden cost.
I would find myself reading an email while thinking about a meeting.
Sitting in one discussion while mentally preparing for the next.
Reviewing documents while responding to messages.
My attention was divided.
The work was getting done, but sometimes I felt as if my mind was running a marathon without ever reaching the finish line.
The challenge was not productivity.
The challenge was mental noise which reflect on my stress. Thankfully , I exercise regularly otherwise I would be a victim for anexiety and depression. Definitely I do not want to live with this risk.
As leaders, we often become so accustomed to operating at high speed that we stop noticing the stress created by constant switching between priorities. Therefore I had to find out a solution.
My Struggle With Mindfulness
When people first suggested mindfulness to me, I was skeptical.
Like many leaders, I associated mindfulness with slowing down.
And slowing down felt impossible.
How could I possibly become more mindful when my calendar was full, my responsibilities were growing, and people across multiple countries depended on timely decisions?
The truth is that I misunderstood mindfulness.
Mindfulness is not about doing less.
It is about being fully present while doing what matters.
Ironically, I found this far more difficult than multitasking.
For someone accustomed to thinking five steps ahead, staying fully present in a single moment required discipline.
It did not happen overnight.
What Changed My Perspective
Over time, I realized that the most valuable conversations, decisions, and relationships in my career happened when I was fully present.
Not when I was multitasking.
Not when I was dividing my attention.
Not when I was rushing to the next thing. It was after a full focus to resolve a challenge and find a creative solution.
Whether I was meeting a First Lady, mentoring a young professional, speaking with a team member, or discussing a strategic partnership, the quality of the interaction improved when I gave it my full attention.
People notice when you are truly present.
And they also notice when you are not.
So here is the answer, I do not need to worry about continuing my success.
Don’t get me wrong I Still Multitask — But Differently
Today, I have not eliminated multitasking from my life.
That would be unrealistic.
Leadership requires managing many responsibilities simultaneously.
However, I have become more intentional about when multitasking is appropriate and when it is not.
I might listen to a leadership podcast while walking.
I might review documents while traveling.
I might use waiting time between meetings to clear routine emails.
But when it comes to important decisions, strategic discussions, mentoring conversations, or relationship-building opportunities, I try to give people my complete attention.
I have learned that some moments deserve focus, not efficiency.
Most importantly, it is better for my mental health and physical health as well which will be better for managing my operation in the long run
The Leadership Lesson
One of the most important lessons I have learned is that leadership is not about doing everything at once.
It is about knowing what deserves your full attention.
The world rewards speed.
Leadership often requires presence.
The world celebrates busyness.
Leadership requires clarity.
The world encourages constant activity.
Leadership requires intentional focus.
My Personal Definition of Mindful Leadership
Today, I define mindful leadership very simply:
Being fully present where you are, while remaining aware of where you are going.
It does not mean abandoning ambition.
It does not mean reducing your impact.
It does not mean disconnecting from your responsibilities.
It means creating moments of attention in a world full of distractions which by the way requires leaders to be good at what they do .
I still have busy days.
I still manage multiple priorities.
I still operate across countries, cultures, and time zones.
But I have learned that the quality of my attention often matters more than the quantity of my activity. I heard this many times when I was younger , “quality not quantity”, now I understand it better.
Because leadership is not measured by how many things you can do at once.
It is measured by the value you create when you are fully present.
