Why are we here?
Is it to accomplish tasks, advance our careers, build successful organizations, or be of service to others?
I believe the best leaders recognize that these goals are not mutually exclusive. We can achieve meaningful results while creating workplaces where people are respected, supported, and encouraged to reach their potential.
I learned this lesson early in my career, and again years later, under very different circumstances.
At 24, I was a Peace Corps Volunteer in Papua New Guinea, uncertain about my professional future but eager to be of service. During training, I was unexpectedly asked to facilitate a discussion following a controversial documentary. I had never done anything like it before.
The discussion was challenging, but I remained composed and engaged. Afterward, the Peace Corps Country Director complimented my facilitation and invited me to assist with future volunteer training.
That invitation changed my life.
She recognized something in me that I hadn’t yet recognized in myself. More importantly, she mentored me and provided opportunities to develop those abilities. I discovered a passion for training and professional development that became my life’s work.
Years later, I experienced a very different kind of leadership.
After several years of advancing through the ranks to the executive leadership team of a nonprofit organization, I found myself working for a new boss whose approach relied on intimidation rather than trust. Where previous leaders had encouraged dialogue and welcomed differing perspectives, this boss created an environment where employees feared making mistakes or challenging decisions.
Despite my experience and accomplishments, I became anxious, second-guessed myself, and struggled in an environment that no longer reflected my values.
Ultimately, my time with the organization came to an unexpected end. Although the experience was difficult, it became a turning point in my professional life. I used the opportunity to launch Marcove Executive Training, building a business grounded in the leadership principles I believed in.
These experiences reinforced a fundamental belief: Leadership profoundly influences people’s ability to succeed.
I believe in the inherent worth of every human being. That doesn’t mean everyone will succeed in every position or organization. Sometimes capable people find themselves in the wrong job, working for the wrong supervisor, or in an environment that doesn’t bring out their best.
As leaders, our responsibility extends beyond accomplishing organizational goals. We have opportunities every day to help people grow, develop, and unfold as professionals.
Stephen Covey encouraged us to “Seek first to understand, then to be understood.” That principle is central to my leadership philosophy.
When someone isn’t meeting expectations, our first response should be curiosity, not judgment. What is happening? What obstacles are they experiencing? Have we communicated expectations clearly?
By listening first, distinguishing between the person and their behavior, and providing honest, future-focused feedback, we can hold people accountable without diminishing their dignity.
Today, through Marcove Executive Training, I work with businesses, nonprofits, and public agencies throughout Santa Barbara and San Luis Obispo counties and beyond, translating organizational development research into practical and customized leadership development strategies.
I often say I have the best clients in the world because they genuinely care about their people and the workplaces they create. And if you don’t care about your people? Well, we might have to start there!
Leadership isn’t about choosing between results and humanity. The best leaders understand that both matter.
What leadership challenges are you experiencing? What questions about managing people, workplace culture, or professional growth would you like to explore in future articles? I’d love to hear from you! Share your questions and experiences with me at kathy@marcovetraining.com. Your questions may inspire a future article.
This article was written by By Kathleen Marcove, SHRM-SCP
Leadership & Workplace Culture Strategist, Marcove Executive Training
