In the wake of the pandemic, the conversation around leadership shifted in a really positive way. Suddenly, we saw an emphasis on human-centered leadership—an approach that placed trust, empathy, and connection alongside performance.
But five years later, it feels like many leaders have reverted to their old habits and tendencies. Instead of leading with people in mind, they’re leading with productivity at the forefront. And while results are critical, we need to examine whether the path we’re taking to achieve them is sustainable.
The world we live and work in is just as complex today as it was in 2020. Change is bigger and happening more rapidly. Disruption—both intentional and unintentional—is everywhere. Uncertainty and ambiguity seem to be ever-present.
Leaders have been tasked with navigating these complexities, and it isn’t easy. When they first began to face some of the biggest challenges they had ever encountered, they discovered that the leadership “truths” they had relied on in the past no longer resonated in this new environment.
That’s because the capabilities leaders need today are different from those they needed in the past.
This was true five years ago, and it’s still true today
Leaders need to focus on behaviors grounded in human connection, empowerment, emotional intelligence, and well-being. It’s what matters to people’s daily experiences, and it’s what will help us live, work, and relate more effectively in the future.
Some of the beliefs that have traditionally dictated how we think about leadership—what many organizations have framed as important—just don’t serve us anymore and likely will never serve us again. As we think about the mindset, the awareness, and the capabilities leaders need today, it becomes clear why some of the old notions about leadership need to be debunked.
Left-brain thinking trumps all others
In business, there’s been a perception that logic trumps creativity. Just look at our reliance on policies, processes, and data over situational thinking, discernment, and intuition.
But in times of flux, we can’t follow a formula. There’s not one reliable way to lead a team through a major transition and doing so often relies on leaning into the “softer” skills that are sometimes discredited—things like compassion, patience, and empathy.
Emotions are either negative or positive
When it comes to emotions, we’ve been quick to assign labels. Confidence, trust, and optimism are good. Doubt, worry, and uncertainty are bad. And at work (as in life), we’re conditioned to reward the good and punish the bad.
The trouble is, emotions of all sorts are a fact of life—and none of them are right or wrong. As leaders, we witness them in our teams and experience them ourselves. And the most effective leaders are able to manage them—not by boxing them up and shoving them aside (as we may have been taught), but by creating a safe space to acknowledge and work through them.
Listening and relating take up too much time
Think about the time you spend with the people you lead. How much of it is focused on issuing instructions, seeking updates, or inquiring about the status of that critical project? If you answered, “all of it,” you’re not alone.
When these types of conversations dominate your day, you’re left devoid of time to connect with, listen to, and relate to your team. And those connections are more critical to success than many leaders realize (and than many of their organizations allow for).
Vulnerability has no place at work
Of all the things we’re expected to “be” at work, vulnerable doesn’t often make the list. Too often, vulnerability is perceived as a sign of weakness. We’re not allowed to say, “I don’t know.” We don’t feel comfortable voicing dissent. We shy away from displaying our true, authentic selves.
For leaders, failing to be vulnerable can be as damaging as a sinking strategy. It puts up barriers, and it robs you of the opportunity to build meaningful relationships. Yes, vulnerability comes with discomfort. But it also opens the door to greater strength, trust, and resiliency—traits that leaders need in themselves and on their teams.
Productivity Matters Above All Else
The pressure to deliver results has intensified, and in some organizations, that’s led to a dangerous shift: people are viewed as resources rather than individuals. When we fall back into rigid structures, micromanagement, and short-term thinking, we forget that sustainable success depends on engaged, motivated, inspired teams.
Leaders who focus solely on output unintentionally create burnout, disengagement, and high turnover. This means that the relentless pursuit of results often leads to diminishing returns. Without a strong foundation of trust and connection, performance almost always suffers.
Let’s be clear: results do matter. Organizations exist to serve customers, sell products, and create impact. But how we achieve those results matters just as much. Leadership isn’t an either-or equation—balancing business objectives with the well-being of people is what really drives success.
A Different Approach to Leadership
Leadership isn’t just about meeting key performance indicators; it’s about cultivating environments where people can do their best work. We need to remember that human connection drives performance just as much as strategy and execution.
Organizations that embrace human-centered leadership don’t just get better engagement and retention; they also see improved innovation, adaptability, and long-term success. Because when people feel valued, they show up fully—and the results follow.
It’s time to rethink our leadership instincts—again. Instead of reverting to old habits, let’s lead with creativity and compassion, vulnerability and trust. Let’s ensure our pursuit of success never comes at the expense of the people who make it possible.
