Leading with care

Have you noticed great people leaving, costing you time and money? Employees seem disengaged? Caring Leadership® might be the solution, says Heather Younger.

Caring Leadership is showing concern and kindness toward those who look to you for guidance in some way.This is important because every employee deserves to go to a job they love with leaders who show they care for them.

According to a recent study by Employee Fanatix, only 65% of in-person and remote employees said that they felt like their supervisor or boss listens to the things they say. The percentage was better for hybrid employees at 81%, but there is still room for improvement.

This is important because the research shows that when leaders care, employee effort increases along with productivity and profitability. Care increases employee productivity 1.7x.

The Caring Leadership eco-system teaches the nine behaviours of Caring Leadership and essential skills for people at all levels of the organisation:

Number 1: Whole-person leadership

As a whole-person leader, you consider your employees’ lives in their entirety, acknowledging that what happens outside of work can affect their professional performance. You take the time to understand the personal circumstances and challenges that may arise in their lives, offering support when needed. Whether it’s providing flexibility during a difficult time or simply listening to what’s on their mind, you meet them where they are. This empathetic approach shows your team that you value not just their work but their entire truth, and it fosters a deeper connection and loyalty.

Number 2: Self-leadership

Self-leadership is rooted in understanding why you choose to lead and being mindful of your personal strengths and weaknesses. You take the time to reflect on your leadership purpose, ensuring that your actions align with your values. By regularly engaging in self-care, you prioritise your well-being, which is essential before you can effectively lead and care for others. This intentional focus on personal development enables you to show up fully for your team, providing a model of balance and resilience.

On my podcast, Leadership with Heart, Dr. Karen Johnson recalled a time for me when she was not leading herself very well. She was taxed with taking on too much at work, and as a result, she received very negative feedback on an employee survey. She was depleted. She knew it and so did her team. Her COO sent her home for a month to reflect on her leadership and how it was impacting her team. While on leave, she took time to “prune her own emotional garden.” After reflection and meditation, she returned to work as a much more effective leader. She learned how to better lead herself so that she could show more care and concern for her team too.

Number 3: Team decision-making

When it comes to decision-making, you understand the importance of involving your team in the process. By engaging a variety of perspectives, you tap into the collective intelligence and creativity of your group, leading to more innovative solutions. Encouraging collaboration and input not only strengthens decision outcomes but also fosters a sense of ownership and engagement among team members. This inclusive approach ensures that everyone feels valued and heard, which can lead to higher morale and better team performance.

Number 4: Team resilience

Building resilience within your team means giving them the tools and mindset to navigate adversity effectively. You help your team members reframe challenges as opportunities for growth, both professionally and personally. By promoting resilience, you create an environment where setbacks are viewed not as failures but as learning experiences. This shift in perspective empowers your team to bounce back stronger, equipping them with the skills to handle future obstacles with confidence and optimism.

Number 5: Strengths-based leadership

Strengths-based leadership is all about recognising and nurturing the unique talents within your team. You actively seek out each person’s strengths and go out of your way to provide opportunities for them to grow and apply those talents. By focusing on what your employees do best, you encourage personal and professional development, which not only boosts their confidence but also contributes to the overall success of the team. This approach fosters a positive, growth-oriented environment where everyone can thrive.

Number 6: Psychological safety

Creating psychological safety in the workplace involves fostering an environment where team members feel secure in expressing their thoughts and taking risks without fear of judgement or retaliation. You prioritise building trust and inclusivity, ensuring everyone feels respected and valued. By encouraging open dialogue and risk-taking, you cultivate an atmosphere where innovation can flourish, and employees are motivated to contribute their best ideas without hesitation.

In my research and work, I speak to both executive leaders and employees often. In one of my exchanges, I spoke with Larry Sutton, founder and CEO of RNR Tires about creating safe spaces for people to speak up and out with dissenting opinions to those who are in executive leadership positions. Larry referenced a practice of telling his leaders to speak up and right in the moment if he says something “stupid”. In fact, he said that he tells them that they have permission to “stand up and slap the crap” out of him if he opens his mouth and says something that makes no sense. Larry’s very open way of inviting and accepting constructive feedback is a refreshing way to create the psychological safety that Dr. Amy Edmondson refers to in her book, The Fearless Organization.

Number 7: Listening cultures

A culture of listening is one where every voice is genuinely heard and considered. As a leader, you make it a priority to authentically listen to your team members, welcoming a variety of opinions, including dissenting ones. This level of engagement demonstrates that you respect everyone’s contribution and are open to diverse perspectives. By fostering this listening culture, you create a collaborative and dynamic environment where employees feel valued and are more likely to contribute creatively and meaningfully.

There is so much to learn and relearn about active listening. The fundamental truth is this: we all want to be heard, we want the work that we do to matter, we want to be seen by those in our presence. Once we understand that seeking to understand the perspectives of others only helps us grow our leadership, we can dive into all the steps it takes to listen well

Number 8: Belonging at work

Promoting a sense of belonging in the workplace means you take the time to recognise the efforts of your team, and you take the time to get to know who they are as people. It also means that they feel as though they have a special place where they are expected and wanted. While we read much about belonging in the context of diversity and inclusion, we should think of this in the broader context of workplace retention and engagement for everyone. 

What will you do today to create a sense of welcome where people aren’t just invited to work with you and our organisation, but others look forward to seeing them and invite them to be active participants in their workplace experience? That is when true belonging takes place.

Number 9: Employee empowerment

Empowering your employees means moving away from micromanagement and toward a leadership style that sets clear expectations and delegates tasks with intention. By doing so, you give your team the autonomy and confidence to take ownership of their work and make decisions independently. This empowerment not only boosts individual performance but also fosters a culture of trust and accountability. When employees are free to succeed on their own terms, they are more motivated, engaged, and innovative.

Now that you know the nine behaviours of Caring Leadership, I invite you to download the Caring Leadership Kit at HeatherYounger.com/kit. The kit is full of resources to help you take the next step in building a magnetic culture.

Sources: 

https://fortune.com/2024/08/28/employee-performance-best-small-medium-workplaces-ergs-goals-workplace-culture/

https://www.ey.com/en_us/newsroom/2023/03/new-ey-us-consulting-study

Watch out for Leaders50

At Thinkers50 we are hard at work on an exciting new initiative. We call it Leaders50. This new listing of 50 inspiring leaders drawn from around the world will be published in November.

Leaders50 aims to ignite a global conversation about what twenty-first century leadership can and should be. It will celebrate and enable better understanding of the inspiring leadership practices and philosophies of leaders who are making a positive impact.

Leaders50 will be created by the Thinkers50 Community. At the heart of this process is a simple question: Which current leaders do you find inspiring?

Find out more about the Leaders50 at thinkers50.com/leaders50.