Leading with Humanity in the Age of Technology

Leadership today is not just about setting strategies or being defined by results; it's about the human connections you foster along the way and the positive impact you have on those around you.

In an era where digital communication often replaces face-to-face interactions, it’s crucial for leaders to prioritize empathy, trust, and the wellbeing of their teams.

Leading with humanity means creating spaces where people feel valued, supported, and motivated to do their best work.

In this article, we'll explore how today’s business leaders need to proactively cultivate opportunities for human connection, particularly as people’s expectations of their bosses and organizations evolve and change.

Why Your People Want to See a "Human" Leader

Empathetic leadership, once seen as a "soft skill," has arguably become integral to leading people effectively, as the boundaries between home and work have blurred and burnout has increased worldwide. [1]

As a senior leader, you need to be a skillful communicator who is able to self-regulate, express genuine empathy, and attune to your environment.

Working in a digital or hybrid environment can impact how you are perceived; the more contact you have with people solely through digital channels, the greater the risk that people will feel disconnected. Chances are, you need to find ways to be more visible, available and accessible so that people feel seen, safe and valued.

Another key factor affecting how you are perceived as a leader is the degree of trust and autonomy you extend to your team.

You might feel a greater need to check up on the work people are doing since you've less direct visibility. But your team might experience that as having someone "breathing down their neck" while they work from home.

Demonstrating high levels of trust doesn’t mean totally backing off, but rather, thoughtfully building mechanisms into how you work to enable creativity, autonomy, and a degree of freedom, and not being afraid to adapt these when needed.

People also expect a more human experience from their employers, post-pandemic. In recent years, campaigns have pushed for flexible working, changes to parental leave, reduced discrimination, and greater work-life balance as employees want greater recognition of the complexity of their lives.

And, with Gen Z soon set to overtake the Baby Boomer generation in the workforce, a whole new set of expectations are entering the world of work: for greater autonomy, work-life balance, authenticity, and support with mental health. [2]

How to Be a More Human, People-First Leader

It can be daunting to realize that your role as a leader is perhaps more people-oriented than any generation that has come before. And that you need to balance being attentive to people with the commercial, strategic, or financial demands of your role and context.

Historically, when faced with this tension, most of us have tended to put work first – prioritizing the deadlines, deliverables, or task at hand, often at the cost of our own or others wellbeing.

Yet we are living in the midst of a huge collective mindset shift, making now as good a time as any to see what happens if you flip that and dial up your focus on the people around you.

Author and productivity expert, Graham Allcott, describes this approach very simply in his 2024 book, "Kind: The Quiet Power of Kindness at Work," as, "People first, work second – always." [3] By prioritizing wellbeing and focusing on people first, productivity will flow as a byproduct.

Let's look at some practical steps you can take to be a more human leader.

1. Dial Up Your Empathy

Demonstrating empathy is foundational to creating psychologically safe, healthy workplaces.

Psychological safety has been defined in a few different ways. But central to the experience is a feeling of being included and safe enough to learn, contribute and challenge the status quo, without fear of being marginalized, embarrassed or punished in some way.

Empathizing with others means that you take a genuine interest in people and do what you can so that they feel seen, heard, understood, and spoken to with honesty and care. Building empathy is not a one-time event. You have to do it consistently over time, with awareness of the moments when repair is needed.

2. Develop Your Listening Skills

Pay attention to yourself the next time you are chatting to a colleague. What do you notice? Are you waiting for your turn or listening only to reinforce your own point of view? Or are you genuinely curious, open, and interested in understanding the other person?

Try out the following phrases, "Tell me more." "Explain to me… " (e.g. what you mean by that). "Describe to me… " (e.g. what that would look like). The acronym TED can help you keep these phrases front of mind next time you are in a one-to-one or group conversation.

3. Get Comfortable With Conflict

It's unlikely that you reached a senior leadership position without conflict. Where there are people, there's conflict!

However, it's not your role to resolve every dispute or disagreement that flares up in your organization. Also, there's such a thing as "healthy" conflict – where disagreements or different opinions can lead to better understanding, improved communication, and innovative and effective solutions.

But your people will watch and react to how you manage disagreements or disputes. As mentioned above, you want people to feel psychologically safe and might wish for a constant climate of harmony at work. But studies show that the most high-performing teams are not conflict free: rather, they know how to navigate it in a way that strengthens their team. [4]

You can achieve this by adopting and encouraging Transparent Communication. This can be as simple as arranging regular check-ins, both group-based and individual, to give you opportunities to share or explain issues early.

Our article, Transparent Communication for Leaders, goes into this in far more detail. But, in essence, it involves the open and honest exchange of information between you (or your senior leadership team) and your people – including sharing the reasoning behind decisions, encouraging feedback, and making relevant information accessible.

4. Be Flexible and Adaptable

As technology advances and changes occur in industrial, economic and political landscapes – often on a global scale – your role likely changes, too. If you've been a senior leader for some time, chances are your role is very different from when you first reached that level.

As a result, you need to be flexible and adaptable – and although they are similar, you need to know the difference.

Flexibility is having the willingness and ability to accommodate the short-term needs of others and not be preoccupied with your own objectives.

Leadership situations requiring flexibility could include accommodating different working styles in a remote or hybrid environment, or making adjustments to workloads or deadlines if one of your team members is grappling issues around work-life balance.

Adaptability, probably the more appropriate response in a discussion about changing technological landscapes, requires a longer-term outlook. It means examining prevailing conditions and being willing to embrace change and seize new opportunities.

For example, as a leader, adaptability is key when an organization must transition from a physical office to a digital workspace. This involves not only adjusting to new tools and platforms but also rethinking how to maintain team cohesion, foster collaboration, and preserve the company's culture in a virtual environment.

An adaptable leader will be proactive in finding ways to ensure that the team feels connected and motivated despite the physical distance.

5. Think About Your Impact on Others

Whatever the size or complexity of the organization you lead, you have a demanding job on your hands. You have pressures and responsibilities unique to your role.

You may be a brilliant strategist or confident decision-maker, but what your people will most remember about you, or how they will judge you, will be how you treated them or made them feel.

Leadership means taking a diverse group of people with different talents, perspectives and skills, and creating an environment that unites them on a path toward a shared goal.

So consider spending some time thinking about the kind of leader you are, or want to be, and the impact you want to have on your people as you navigate the ups and downs of business.

Think about how you communicate and how you connect with your people. Do you demonstrate you trust them? Do you motivate and inspire them to perform to the best of their abilities?

Ultimately, it's not just about achieving business goals – although it would be naive to think that wasn't a crucial element; it's also about the legacy of care, respect and understanding you leave behind.

Frequently Asked Questions

How can I balance technology with human connection?

Use technology as a tool, not a replacement for meaningful interaction. Blend virtual meetings with intentional moments of personal connection, empathy, and active listening.

How do I show empathy through remote communication?

Be an active listener, validate emotions, and respond thoughtfully. Acknowledge challenges, offer flexibility, and follow up with support to show genuine concern.

What are some practical ways to lead with humanity?

Lead with compassion, transparency and flexibility. Create psychological safety by encouraging openness, setting clear expectations, and offering continuous feedback to build trust.