What great leaders do differently: Caring for their people

What great leaders do differently: Caring for their people

Rightly or wrongly, bosses and their direct reports tend not to get along that well in many workplaces. There is a kind of invisible barrier preventing them from getting closer and sharing their views, both work-related and personal. From my observation and direct experience, suggesting that a subordinate get closer to the boss is not easy. Working the other way around -- encouraging the boss to reach out to the subordinate -- is more promising.

In doing so, leaders have to tell themselves first to think of their people as human beings and not just as working components of the organisation. This requires a loving-kindness mindset, meaning that one should treat others with good intentions and want to help them, although as a leader one might have to make sacrifices on occasion.

They also should feel compassionate towards unfortunate and disadvantaged people and do whatever they can in their capacity to help their people out of problems so that they can stand on their feet again.

Leaders should also congratulate others when they achieve goals in their work and personal lives. People truly appreciate being recognised for their performance and capability. Empathetic joy can also help overcome the bad habits of jealousy and allow leaders to think of others before themselves.

However, applying such giving attitudes has to be handled with caution -- not too much and not too little. If leaders give too much, they may be seen as too generous, to the point that they may feel frustrated if they cannot help everyone. Equanimity is critical for leaders in order to clearly understand what they can or cannot do to support others.

Practical action: The principles outlined above make up a "mindset", which means they typically occur only in the minds of leaders but not in their actions. Therefore, leaders need to find ways to behave according to these guidelines.

To begin with, leaders should put their thinking into action by giving to others. There are many forms of giving. It can be as simple as handing over goods or money to a subordinate (with a proper reason). It can involve teaching or sacrificing personal time, after working hours or on weekends, to help their people, not to mention charity work.

Besides giving, leaders should use the appropriate words to convince or influence others. They should be aware at all times that others prefer to hear positive and polite words. It does not mean that leaders have to manipulate the message, but they must ensure that the message can get across without resistance from their people.

Even if the right thing is communicated, if it takes place at the wrong time, to the wrong people or in the wrong environment, it may do more harm than good.

In addition to giving and helping their people, leaders should behave as role models to help others who require assistance outside their own organisations. Charity work and corporate social responsibility (CSR) are activities to which leaders should find time to contribute. This way, their people will learn that corporations cannot exist in isolation but must be part of the world around them. This can also strengthen engagement and teamwork within the organisation.

Great leaders are aware that they have to be careful to treat people right in all circumstances. Otherwise, it can send the wrong signal and encourage hierarchy with an ivory tower at the top of pyramid. Fairness to all employees, both good ones and troubled ones, can encourage harmony and also inspire people to try new approaches.

Caution against prejudice: Ultimately, leaders have to be certain that they behave towards everyone and on every occasion without prejudice. Bias can easily arise and judgement can be compromised, which will result in unfairness and one's leadership will be eroded.

Hatred and dislike are causes of prejudice in which leaders can be trapped. It is common for some leaders to show bias against certain people or points of view. Thus, they have to be mindful at all times and ask themselves what should be done in this particular situation. Loving-kindness and compassion can be helpful in dealing with bias.

Ignorance, and delusion, can cause damage to an organisation if leaders are not aware of what they know or do not know. Decisions based on ignorance can weaken an organisation beyond imagination. Leaders must ask themselves first if they have a bias or prejudice, especially if they do not have adequate knowledge or information on which to base a decision.

Prejudice can be caused by fear and lack of confidence in managing a particular situation. There is nothing wrong with feeling afraid, but one should never make a critical decision when one feels this way.

In the end, great leaders always perform differently because they truly care for their people. They typically have the right mindset and try to behave in the right way at all times. But even the best leaders have to be careful not to display bias toward certain issues or people.


Sorayuth Vathanavisuth is principal and executive coach at the Center for Southeast Asia Leadership and lectures at the Mahidol University College of Management. His areas of interest are executive coaching, leadership development, succession planning and talent management. He can be reached at sorayuth@sealeadership.com

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