I SEE YOU

It seems simple—maybe even cryptic—but "I see you" is a game-changer for leadership, culture, and how organizations perform.

As I thought about the topic for my first blog post, one word kept rising to the top of the list: Sawubona.

So, what is Sawubona?

It’s one of those ideas other languages capture more fully than English ever could. Sawubona is a Zulu greeting commonly translated as “hello.” But its deeper meaning is far more powerfully translated as “I see you.”

South African Psychologist Susan David describes it this way:

“Sawubona literally means, ‘I see you, and by seeing you, I bring you into being.’”[i]

This is not the passing you in the hallway “hello”- it is a super intentional act of presence.

Why it matters to both you and me…

In a world that increasingly rewards speedy transactions, sound bites, and bottom lines, being seen matters more than ever.

Sawubona requires us to slow down and take a pause. It does not mean: “Hey! Can you do this for me?” It means: "I see you- as a person; as a son or daughter; as a brother or sister" long before I see you as a producer of output, a way to get ahead, a means to an end.

There is depth to this pause. There is a power in considering someone more fully—meeting them where they are and working with them from there. For leaders, this isn’t soft nor squishy; it is foundational. There is tremendous value to and strength in this pause.

People don’t just want to be seen. They need it.

In his address to the European Society of Thoracic Surgeons, “Sawubona: Bridging Emotional and Cognitive Gaps Through Perspective Taking,” Dr. Alessandro Brunelli describes what he calls the soul of surgery in reference to the doctor–patient relationship. For Brunelli, Sawubona is: “I empathize. I feel with you. I hear you—without judgment and from your perspective.”[ii]

Imagine a culture where those with power intentionally pause to empathize with those in vulnerable positions.

For leaders, it's important to take notice of what Brunelli writes about when he says that Sawubona requires the removing of the armor that many leaders wear. That expectation to be endlessly confident, always in control—and instead, leaders can use Sawubona as a reminder to create space to listen to what truly matters to the person in front of you. It is not soft nor squishy…it's powerful and empowering.

That idea doesn’t stop at medicine. It applies directly to leadership.

Gallup’s 2024 research on employee engagement revealed significant declines in three critical areas:[iii]

• Feeling cared about as a person: 39% (down 8 points from March 2020)

• Someone encouraging their development: 30% strongly agree (down 6 points from March 2020)

• Clarity of expectations: Only 46% of employees clearly know what is expected of them (down 10% points from March 2020)

I firmly believe that the practice truly seeing people directly impacts the first two - and I'll stretch a little further to explain how it could impact the third bullet point as well. Sawubona, when practiced more fully in an organization can strengthen how authentically a leader shows up and communicates. As leaders work to truly see people AND are also seen, they may communicate expectations more honestly, directly and humanely.

What I’ve learned—and how I apply it: Sawubona is not the entirety of leadership, culture, or organizational learning—but it is a powerful place to start.

It asks something simple, and something demanding: to slow down, to notice, to be present, and to lead with intention. It reminds us that before strategy, before metrics, before performance plans, leadership begins with seeing the person in front of you.

My curiosity remains active around creating brave environments—spaces where individuals and teams can thrive. This is not about comfort; comfort can breed apathy and quietly erode performance. This is about cultivating climates and cultures that support sustainable high performance of both the individual and the organization.

So my invitation to you is this:

• How can you use your one on ones to allow you to learn more about where your colleagues are?

• How can your organization insert intentional pauses to create opportunities for listening, understanding and ultimately, empathy?

• And how might the culture shift if these pauses became a practice?

[i] David, Susan. The Wisest Word I Know. SusanDavid.com, 29 Oct. 2024, https://www.susandavid.com/video/the-wisest-word-i-know/. Accessed December 18, 2025.

[ii] Brunelli, Alessandro, et al. “Sawubona Reprise: Reflections on the European Society of Thoracic Surgeons Presidential Address 2022.” Journal of Thoracic Disease, vol. 15, no. 1, 31 Jan. 2023, https://jtd.amegroups.org/article/view/70953/html. Accessed December 18, 2025.

[iii] Harter, Jim, Ph.D. “U.S. Employee Engagement Sinks to 10-Year Low.” Gallup, 13 Jan. 2025, https://www.gallup.com/workplace/654911/employee-engagement-sinks-year-low.aspx. Accessed 18 Dec. 2025.