Have you ever worked in a team where the atmosphere was heavy, results slow, communication difficult — and yet nobody could quite explain why? And have you ever experienced the opposite: a group that worked, flowed, delivered beyond expectations — and there too, it was hard to explain?
The difference almost always has a name. It was the leader. Because they transmitted a different state. This is what we talk about here — presence in the group, and how it is transmitted.
The Magnetic Leader, with a Present Biology
Traditional leadership teaches strategies, processes, motivational techniques. The PARET Method© starts from a deeper point: the leader is born first and foremost from how they manage their own nervous system — and from how, in this way, they help others to be different too.
This is not physiology. The reality is that you can read all the books you want, but if you do not change inwardly you cannot lead a group.
The techniques of personal magnetism give us the key to creating effective teams and improving performance not only individually but also at group level. Stephen Porges’ polyvagal theory uses a key word: co-regulation. Human beings are organisms that co-regulate: the nervous system of one person responds constantly to the signals of the nervous systems of nearby people. When the leader maintains a state of deep calm — alpha and theta brainwaves, regular breathing, stable posture, present gaze — the group tends biologically to reflect that calm. Collective stress decreases. The capacity for thought expands. Results improve.
The group works because someone was in a certain way of feeling, a certain mental and physiological state — and unconsciously helps others to enter it too.
The Second Attention and Our Unconscious: What You Transmit Without Knowing It
Every communication has two levels. The first is what we say consciously — the words, the content, the instructions — which we believe is the only reality we transmit. The second is what our body transmits without our awareness: posture, tone, rhythm of breathing, quality of gaze, muscular tension. Thousands of signals per second, invisible to the conscious mind, perfectly readable by the nervous systems of others — and which also transmit each person’s intentions and perception of the world.
This second level — which can be called by a technical term the second attention — is what truly determines the atmosphere of a team. A stressed leader can say the right words, but unconsciously transmits alarm. The group receives this feeling, stiffens, loses fluidity. A centred leader, even in silence, creates a field of safety. Within that field productivity grows, creativity emerges, people spontaneously give their best.
Charisma is far more than extroverted energy and enthusiasm. It is stability that transmits itself and permits mutual development.
We Lead as We Feel, and We Will Command Actions
What differentiates a leader who obtains results from a leader who obtains them through presence? The first tries to obtain. The second obtains.
The word trying implies the possibility of failure. The leader who is in effort, trying to obtain something from the group, obtains less than the one who is in feeling, evaluating at every moment the general state of the group. It is like a sports team: the moment you stop playing and begin to hope to win, you have already lost something.
The Luxmind© model — developed by Dr. Paret — describes the four most effective phases a leader moves through to create this field:
Focus. Before any interaction with the group, clarify the objective in its logical determination and create a positive disposition towards the result. The method does not remove the indispensable logic in business — it gives it an additional dimension, where more is obtained than by simply going around in circles as often happens. Here we orient the situation and the group. The group perceives the direction from the leader, and that direction is towards the result.
Suspension. Interrupt the flow of mental automatisms in the group. Empty. Those who are full of thoughts, worries and urgencies cannot contain others — they overwrite them. Those who know how to open, or are naturally open, create space. And in that space others open too. Here it is important to create expectation and positive disposition.
Emergence. In that space of the group that is now truly such, intuitions arrive. Solutions that the logical mind could not see before become visible. The leader who works in this way helps the group develop clarity that seems sudden — but arises from state, not from chance.
Action. Act from that centre. Without haste, without tension. With the strength of one who knows where they are going.
The Team as a Chain
A well-guided group is a chain of sovereign individuals, each with their own strength, united towards a common objective — like a magnetic chain. The difference between a team that works and one that does not is often this: in the first, each person has their own space — and also the stability to sustain the space of others. In the second, fragilities accumulate, tensions amplify, conflicts consume energy.
The magnetic leader creates the field of safety in which this chain can form. Scientifically, this is co-regulation. In practice, it is the reason why certain leaders seem to have a charge that transmits itself — and others, though technically prepared, cannot create cohesion.
Benevolence as Strength, Not as Weakness
There is a widespread misconception in business culture: that hardness is strength and benevolence is weakness. This creates teams that are often stressed, where people must individually seek solutions.
Magnetism teaches the opposite. An environment charged with positive intention — courage, trust, openness — reduces friction, increases execution speed, frees energies that were previously locked in defences and latent conflicts.
This is a biological mechanism. The human nervous system functions better in a state of safety. A leader who knows how to create that state — through their own presence, before their words — holds the most powerful tool for obtaining real results from real people.
Ferrari, Vodafone, Deutsche Bank: this is the type of work that the PARET Method© has brought to real corporate contexts.
Managing a Group and Transforming the Field
What distinguishes this approach from any management course is that it is not about learning management techniques. It is about developing an inner state from which techniques become natural.
As always: you can read all you want. The nervous system changes only through direct experience. This is why transmission — contact with someone who already carries this state in their body — is irreplaceable.
Do you want to discover how it applies to your organisation?
Contact Dr. Paret for an exploratory meeting.
Dr. Marco Paret — Mesmerismus® — marcoparet.com
