Caring leadership isn’t soft—it’s strategic. And it starts with curiosity.

What would be the real, measurable impact—on performance, trust, retention, and innovation—if everyone on your team felt genuinely cared for, every single day?

Not just appreciated during performance reviews. Not just supported when they hit a wall. But truly seen, known, and cared for—day in and day out.

For many organizations, this feels like a stretch. But I believe it's not only possible—it’s essential. And it begins with a single leadership shift: Care requires curiosity.

What I Learned From the Negative Impact of Assumptions

Years ago, I lost two exceptional team members in the span of a few months. Both were talented, committed, and—on paper—thriving. I thought I was being a supportive leader. I checked in regularly. I praised their work. I made space for autonomy.

But in both exit interviews, I heard something that has stayed with me:

“You didn’t really know what I needed, and it was exhausting trying to get your attention.” “I was struggling, but it felt like you didn't notice, and if you did, I'd be sidelined.”

“I appreciated the flexibility—but I actually needed more feedback, more clarity, more connection from you.”

What struck me most was that I had assumed they were okay—because that’s how I would have wanted to be treated. I projected my preferences onto them, thinking I was offering care. But I never actually asked.

That was a humbling realization: I cared about them—but I hadn’t led with curiosity. And the big lesson for me: if care isn’t felt, it doesn’t land.

Caring isn’t just a feeling or an intention. It’s an act of curiosity. And it has to be personalized.

From that point forward, I began to lead with a very different come-from. If I had an assumption, I checked it out. I asked more questions. I realized that to truly care for someone, you have to care enough to find out who they are.

Since then, I’ve come to believe this with conviction:

To truly care for someone, you have to care enough to get curious about who they are, what they need, and what helps them thrive.

Robust Ways to Navigate the Question

So how do you start building a culture where care is consistent, personalized, and powerful?

1. Lead with curiosity, not assumptions. Ask:

   1. “What does support look like for you right now?”

   2. “When do you feel most energized at work?”

   3. “What do you need from me that you’re not getting?”

Make these questions part of your regular rhythm—not just when things go wrong.

2. Build care into your systems.

Make check-ins, feedback loops, recognition, and personal development part of the operating model—not just add-ons or afterthoughts.

3. Reward curiosity and care.

Don’t just reward outputs—celebrate relational leadership. Normalize the behaviors that build trust, not just the ones that drive results. And make sure the rewards are meaningful to your people.

4. Model what you want multiplied.

If you want a culture where people feel cared for, be the first to show up with care—especially when it may feel inconvenient; you have to stop and give time and attention. That’s where trust is forged.

Your Call to Action

If you want to lead a culture that performs and endures—start with this:

Get curious. Start asking deeper, more human questions. Ask like it matters. Then act like the answers matter even more.

Audit your leadership for assumptions. Where have you projected your preferences instead of discovering theirs?

Re-center care as a leadership priority. Because care isn’t soft. It’s strategic. And care without curiosity is just performance.

So ask yourself—and your team:

What would be the impact if everyone here felt truly cared for—every single day?

Now go find out—and share your stories here. We’d love to hear your experiences.

#Leadership #Culture #EmotionalIntelligence #PeopleFirst #UNLearning