Strong and Warm: The Future-Proof Leader’s Edge

We are seeing a quiet shift in leadership today—one that deserves louder scrutiny.

In the early days of the pandemic, empathy took center stage. Executives became more human. They checked in, listened more closely, and adjusted expectations. Then came the calls for racial equity and a renewed focus on belonging. Leaders responded with urgency, and in many cases, sincerity. The question of “How are our people doing?” became a leadership priority.

But now, that urgency is fading. In some organizations, it has disappeared altogether.

As the labor market softens, DEI efforts are quietly shelved, and return-to-office mandates tighten, a new tone is emerging—one that equates “strong leadership” with control, compliance, and in some cases, bravado. Warmth is being framed as weakness. Listening is being replaced by telling.

This is a mistake.

The Leadership Pendulum

The narrative has swung back to business-first, people-second. However, while the business environment may have changed, people’s expectations have not.

During the pandemic, employees experienced something different—workplaces where empathy, flexibility, and purpose were not only present but prioritized. That memory does not fade just because the economic winds have shifted. And when employees feel that care is being withdrawn, they disengage. Quiet quitting was not a phase—it was a symptom.

Gallup’s 2024 State of the Global Workplace report found that only 21% of employees globally are engaged—and in the U.S., engagement is back to 2014 levels. Even more telling: manager engagement is down, and Gallup links 70% of team engagement variance to managers themselves.

This is not about indulgence. It is about performance.

Strength and Warmth Are Not Opposites

There is a dangerous myth that leaders must choose between being strong or being warm. The best leaders—the ones who consistently create results through others—reject this false choice. They combine clarity with care. They are decisive, but not dismissive. They demand performance and also create conditions for people to thrive.

This approach is not soft. It is smart. McKinsey’s research shows that leaders who display empathy and self-awareness build more agile, resilient teams—especially in times of uncertainty. Emotional intelligence is emerging not as a “nice to have,” but as a core leadership discipline.

The Missing Ingredient: Mattering

Zach Mercurio, a leading voice in purpose-driven leadership, reminds us that belonging is not the finish line. People need more than to be included—they need to matter. Mattering is the belief that “I am a significant part of something that matters.” It is not about being liked. It is about being needed.

When people feel that their presence and contributions are essential—not just welcomed—they unlock a deeper level of engagement, resilience, and performance.

And mattering is not just a warm concept—it is a leadership responsibility. It shows up in small but consistent ways:

Managers making time to ask, “What are you most proud of this week?”
Leaders sharing the why behind the work, not just the what
Organizations recognizing impact, not just output

When people believe they matter, they give more, stay longer, and solve harder problems.

Why This Moment Matters

Today’s economic and political climate is testing the soul of many organizations. Some are navigating activist investors, shifting board priorities, and pressure to cut costs. Layoffs and restructuring are real. But when these changes happen without transparency, communication, and care, the long-term costs are hidden—and significant.

Disengagement. Talent flight. Cultural erosion. Strategic misalignment.

In some previously people-first companies, these shifts are showing up in ways we never thought we would see. And it is not just about culture—it is about the ability to execute, innovate, and retain top talent.

What Strong, Human Leadership Looks Like Now

Executives should be asking:

Are we clear and caring in how we communicate change?
Are we leading performance conversations with curiosity, not just compliance?
Are we measuring not just what leaders accomplish, but how they do it?
Are we treating DEI as a leadership competency, not a political stance?
Are we making sure our people know they matter?

Because here is the truth: performance cultures and people-centered cultures are not opposites. In fact, one sustains the other.

A Leadership Standard Worth Fighting For

There is no going back. Employees have seen what it looks like when leadership is present, responsive, and human. If we abandon that progress in favor of posturing or control, we will lose more than engagement—we will lose trust. And trust, once broken, is hard to rebuild.

So yes—be strong. Make the hard calls. Lead decisively. But do it without losing your humanity. Because people do not just want to be led. They want to matter.

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