As a leadership and executive coach, one of the most common mistakes I get to see is when leaders start deprioritizing “soft” topics in times of adversity. As if being people-oriented and being results-driven were mutually exclusive.
Decoupling the two usually stems from the misconception that being people-centric implies a deficiency in hard skills, strategy or execution. When times get tough, leaders tend to shift their focus to hard facts: solutions, speed, technology. The priority becomes survival, not maintaining what might be perceived as a “coddling” culture. And oftentimes, this mentality paves the way for a new leadership style: one that puts “healthy pressure”, drives with a sense of urgency and is not afraid to call things by their names – even if that means rationalizing bullying or disrespect. After all, it’s a small price to pay for long-term organizational success.
If only this worked.
A more significant mistake occurs when executives fail to course-correct despite clear evidence that the above strategy doesn’t yield expected outcomes. Unseen, demotivated and unanchored, teams crumble under pressure. Employees may step on the gas, put in overtime, yet somehow results won’t stick. The “soft” thread that binds things together is frayed. Leaders blame it on the AI strategy, market conditions, internal clashes or lack of political support. Never on the culture they forged. Because, just like ESG, culture is (mis)perceived as an add-on rather than an imperative for organizational survival and prosperity.
Yet that’s a dangerous trap.
Aspects such as inclusion, mindful communication, authentic leadership can easily become nice-to-haves, where the bar is lowered first. But neglecting “soft” topics could deepen the very challenges leaders are trying to fix, stifling engagement and driving turnover. Times will get tough and, as leaders, it’s our responsibility to steer the ship towards a more sustainable – and yes, profitable – future. We must remember, however, that the ship is not made of steel; it’s made of humans.
People-centricity and delivery focus go hand in hand. A people-centric culture doesn’t slow down results; it fuels them. The real challenge lies in building such a culture and embodying its principles to move from mere survival to thriving. But more about that in an upcoming post.
Habit of Growth 