Even the best intentions can fall short in leadership. In my last blog post, I shared a story about one of my recent clients, a business owner who deeply cared about his general manager (GM) to whom he was transferring leadership of the business. Their friendship predated the business relationship, and the owner had every intention of being supportive of his friend, the GM. Yet his approach missed the mark.
The GM frequently sought the owner’s input — asking questions, sharing ideas. The owner believed he was being helpful by providing advice. But what the GM truly needed wasn’t solutions for his team’s challenges; it was someone to ask how he was holding up under the weight of it all.
I see this pattern often, across a wide range of organizations. Teams and managers are looking for human-to-human support and connection. Leaders often miss those bids and default instead to problem-solving. But true support goes deeper: it’s about understanding the person behind the role.
Consider this: When was the last time you asked your direct reports about their wellbeing — not their performance? Have you checked in on their stress levels, workload, or mental health? Genuine support isn’t about micromanaging or fixing; it’s about being present. It’s about asking, “How can I help you succeed?”
Let’s dig a little deeper into how you can truly show up for the people you lead.
Practically speaking, this might be going the extra mile to help provide your overwhelmed direct reports with tools and resources they need to feel their best.
Here are some ideas:
- Encourage regular one-on-one check-ins focused on personal well-being.
- Give them the number to an employee support line so they don’t have to look for it themselves.
- Consider offering more paid time off or a flexible vacation schedule.
- Could they work remotely part-time for better work-life balance? Consider offering a hybrid working model.
- Offer mental health days separate from standard sick leave.
- Provide access to wellness programs or mindfulness apps.
- Sponsor professional development that aligns with their personal goals.
- Recognize and celebrate personal milestones, not just professional achievements.
- Offer time off (paid or unpaid) for them to volunteer with causes and organizations that are meaningful to them.
Leaders, remember: your people are multidimensional. They bring their whole selves to work — their triumphs and their troubles. If you focus solely on their output, you risk overlooking what makes them thrive. Redefine support as a relationship, not a task. You might be surprised how much it transforms both your team and your leadership.
Photo by Seemi Samuel on Unsplash
