As leaders, are we to be interesting or interested ?
We’ve all attended social gatherings where one person dominates the conversation, sharing story after story about themselves. Their first tale might intrigue us; by the tenth, we're eyeing the exit. This experience reminds me of the iconic Mexican beer ad featuring "the world's most interesting man." But as leaders, is this really the image we want to project to our teams?
Imagine how our employees might feel when we dive into nostalgic monologues about “when I started…” and recount the days of pencils and pay phones. Or when we ask about their weekend but barely listen before launching into our own plans and experiences.
A recent personal experience underscored this dynamic. Three weeks ago, my mother passed away at age 88, I shared my loss with someone I considered a “leader.” Instead of offering condolences or empathy, this individual launched into a long story about their own mother’s passing five years ago. It wasn’t just a missed opportunity for connection; it felt like a missed opportunity for leadership. This moment reminded me of the critical distinction: are we as leaders interested—or simply trying to be interesting?
If we operate under the belief that our employees possess unique brilliance and that it's our role to help bring it out, our approach would naturally shift. We wouldn’t seek to impress them; we’d focus on understanding them. We’d be invested in their perspectives, their feelings, their ideas, and even their concerns.
Leading with genuine interest fosters a culture of listening, empathy, and respect. When employees feel seen and valued as individuals—not just as professionals—they experience a deep sense of belonging and trust in their workplace. This approach has a spillover effect, extending far beyond daily interactions: employees who feel cared for are more likely to invest in their work and each other, creating a more collaborative, resilient team environment.
This culture of care becomes contagious. When leaders demonstrate authentic interest, employees often model that behavior, caring more deeply about their colleagues, clients, and the broader mission of the organization.
The ripple effect goes beyond the walls of the workplace—employees bring that sense of connection and respect home to their families, friends, and communities. This isn’t just about improving productivity; it’s about creating a positive cycle of compassion and engagement that uplifts both the organization and everyone touched by it.
So, let’s make the choice to be “interested” rather than “interesting”—to listen, understand, and genuinely invest in our teams. When we do, we’re not just enhancing the work environment; we’re fostering a culture of care that resonates far and wide, inspiring others to do the same.
Comments