The Limitless Leader Newsletter: The Person Behind The Performance

It's easy to separate people from performance.

We review the deliverable.

Look at the numbers.

Give the feedback.

Move on.

Or we go the other direction and think that caring about someone means being more understanding when the results aren't there.

I don't believe it has to be either.

You can know someone, care about them, support them, and still expect them to deliver.

In fact, those things can reinforce each other.

When you understand someone's strengths, you can lead them more effectively.

You know when they need support.

You know when they need a challenge.

You know when they're capable of more.

And you can help them see it, too.

Your job isn't to protect people from hard things.

Your job is to help them become capable of handling hard things.

That's leadership.

Stop thinking of care and accountability as opposites.

Start asking:

"What does this person need from me to become more capable?"

Sometimes the answer is encouragement.

Sometimes it's coaching.

Sometimes it's getting out of their way.

And sometimes it's telling them the truth about where they're falling short.

Not because you don't believe in them.

Because you do.

I don't want my team to simply feel good about the work they're doing.

I want them to know what they're capable of.

That means celebrating the wins and addressing the misses.

It means recognizing someone's strengths while challenging their blind spots.

It means saying:

"I know you're capable of more here, and I'm not going to let you settle for less."

That's not a lack of care.

That is care.

Showing someone how much they can do can be a gift.

When you lead this way, accountability feels different.

People know the standard is real.

They also know you're in their corner.

They don't have to wonder whether feedback means you've lost faith in them.

They understand that you are invested enough to tell them the truth, and committed enough to help them grow.

That's the kind of leadership I want to practice.

I want my people to feel seen, supported, challenged, and accountable.

Not one or the other.

All of it.

Because the goal isn't just to get better results from people.

It's to help people become better at what they do and better than they thought they could be.

Your challenge this week:

Think of one person on your team who is capable of more.

Ask yourself:

• What do I see in them that they may not see in themselves?
• Where are they playing smaller than their capability?
• What standard do I need to hold them to?
• What support or clarity do they need from me to reach it?

Then have the conversation.

Don't make it about disappointment.

Make it about belief.

Instead of:

"You're not meeting expectations."

Try:

"I know what you're capable of, and this isn't it. I want to help you figure out what's getting in the way because I believe you can get there."

You don't have to choose between being a leader who cares and a leader who gets results.

The best leaders do both.

Sometimes the most caring thing you can say is:

"I know you can do more. And I'm going to help you get there."

Who on your team needs to feel more supported, and who needs to be challenged to rise to the level you know they're capable of?

Download your free copy of Rise Up & Lead Well and start leading with more clarity, courage, and intention.