By Henry Atta NYAME
Over the years, an important lesson I have learned in my corporate journey is that how people behave and show up at work or in teams can determine whether organisations succeed or fail. Presence is more than just being there; it shapes trust, teamwork, and organisational culture.
Organisations depend on people to survive. Without human effort, most institutions would simply not exist. Yet it is not enough to have skills or numbers alone. How people behave and the energy they bring– their presence– can either strengthen or weaken a team.
Positive presence encourages cooperation, builds trust, and drives productivity. Negative presence, on the other hand, can drain energy, create conflict, and even threaten the success of an organisation.
Work becomes more effective when people cooperate and function as a team.
Unfortunately, this does not always happen. There is a common saying that “absence makes the heart grow fonder.” In some situations, absence may indeed be preferable especially when someone’s presence consistently creates tension.
However, the right kind of presence improves teamwork and makes organisations more productive.
This challenge is not limited to workplaces. In households, misunderstandings and grudges may develop because of unfriendly behaviour. In communities, neighbours may struggle to coexist due to unwelcoming attitudes. Clearly, presence affects relationships everywhere: at work, at home, and in society.
In Ghana, conflicts and rivalry in workplaces are frequently reported. These problems sometimes result in resignations and, in extreme cases, serious harm. At the centre of many of these challenges is a simple but powerful human skill: presence.
Some people, including leaders, have a presence that drains others. Being around them can be exhausting. They may insult, manipulate, or confuse colleagues. After interacting with such individuals, people often feel discouraged, unhappy, or regretful about their work environment.
Others, however, bring warmth and respect wherever they go. They are welcoming, positive, and easy to work with. Being around them makes people feel safe and motivated. Their presence encourages cooperation and trust. As the saying goes, people may forget what you said, but they will not forget how you made them feel. This is the power of positive presence.
I experienced this during my national service. Our project manageress asked us to form teams for a project. Many of us carefully considered whom we wanted to work with. It was not only about intelligence or skills, but also about attitude and behaviour. We chose colleagues whose presence made teamwork easier and more effective.
A similar situation was shared by a popular Ghanaian musician, who revealed that some colleagues attempted to harm him out of jealousy:
“I went for a programme in Obuasi. Before that, I went for an interview. I was very popular, and callers wanted to speak with me. Some colleagues became jealous because the callers did not recognise their presence.”— Graphic Online, 2024
Leadership Test
In every team, members hope for each other’s well-being. This is possible when individuals relate respectfully in one another’s presence.
Yet, in some organisations, workers feel relieved when certain leaders are absent.
In such cases, teams may even perform better without those leaders. Members take initiative, communicate freely, and work confidently. Leaders whose absence improves performance often create a toxic work environment.
A toxic workplace is not caused by a single bad day or one difficult person. It is a repeated pattern of poor leadership, disrespect, and fear. Such environments can seriously affect employees.
One major effect of a toxic workplace is its toll on mental health. Constant pressure, verbal abuse, and fear of punishment can lead to stress, burnout, and depression (Mildred Xorlali Babantsi, 2025).
Self-Awareness
Interestingly, some team members and leaders may not be aware that their presence makes others uncomfortable. This lack of self-awareness, if not addressed early, can jeopardise teamwork and performance.
Leaders and team members should therefore ask themselves a simple but vital question: How do people feel when I am present, and how do they feel when I am absent?
Psychological Safety
Amy Gallo (2023) defines psychological safety as a situation where team members feel free to speak, share ideas, ask questions, and admit mistakes without fear of punishment.
In Ghana, some leaders and team members act as though they know everything. Because of this, they dismiss or ignore good ideas from others. Some even intimidate their colleagues during meetings. Simply put, their presence just sucks, it makes the room uncomfortable, stressful, and unproductive.
Such behaviour makes people afraid to speak. As a result, useful ideas are lost. That one silenced idea might have been the breakthrough an organisation needed.
Conclusively, presence is a critical skill that many people overlook. It goes beyond personal comfort or popularity. Positive presence builds trust, strengthens teams, and supports employee well-being. Organisations and leaders must learn to value presence, because it can either build or break an organisation.
As Gordon Tredgold reminds us, “Engagement without empowerment kills execution.” True empowerment begins with positive presence.
Henry is an Institutional Assessment Practitioner
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