On leadership and generosity

The days of the pandemic have provided us with many touching stories of generosity. Something in the atmosphere of crisis, in the sense of urgency, calls upon many people not only to look inward at themselves but also outward to offer assistance to others.

There's a fascinating psychological mechanism here, which, in my opinion, the Buddhists described well: Generosity contributes to a sense of meaning and satisfaction for the giver, which leads to more happiness and less suffering for others. But equally important - when I give to someone else, I directly experience what I have. Often, we are focused on what we lack, what we have not yet achieved. When I give, I feel fulfilled, simply by the experience that I have something to give.

When we imagine generosity, our thoughts usually turn to giving or charity, but generosity is broad - there are so many ways to give to others. Generosity and giving are not only in grand initiatives but also in personal gestures from one person to another, and our lives are full of opportunities for giving.

How does all this relate to leadership?

In the past, generosity was associated with aristocrats who were perceived as "privileged," and therefore there was an expectation from them to demonstrate generosity towards people from lower social classes. When we think about leaders or managers, by virtue of their position in an organization, they wield power and privilege compared to the people they lead, so they are also expected to be generous towards their subordinates. Leading with a generous heart is thus a central commitment of managers.

Later on, I'll try to describe the impact of generous leadership on the organization along with some practical examples.

Jack Welch, the legendary CEO of General Electric, said, "Every successful leader has a dominant gene of generosity."

Generous leadership is about giving someone a chance, allowing someone to make mistakes, providing space for experimentation, offering constructive feedback, or a kind word.

Why is generous leadership so important?

Think about managers who have left a particularly positive impression on you. Most people would point to those managers who dedicated valuable time to them, provided learning opportunities, and offered mentorship. In this regard, generous leadership allows people to be at their best or close to it.

I believe that people need much more than a nice and rewarding role. Most people need meaning in their work - the assurance that what they do matters, to feel that they are part of something larger that benefits society. This is the most important key to the existence of Engagement, which so engages us and rightfully so. A generous manager deeply understands this need and is careful to illustrate to their people how every task they perform, no matter how small or large, contributes to the success of the company.

Ultimately, generous leadership is a "contagious" stamp because personal example works here too - people operate in the spirit of the leader, and therefore we can expect higher levels of giving and collaboration in the organization.

It sounds somewhat almost trivial, but why is it not simple at all to be a generous leader? Because the expectations from the manager to fill tasks on time and with a high level of accuracy are very high, creating significant stress and focus on providing immediate value. In meetings with employees, our natural tendency will be to address ongoing issues, especially those that may reduce the tension we experience as team leaders. This is a natural and even adaptive feeling, but at the same time, we must be aware of how much energy we divert to the personal needs of the employee for learning, recognition, creativity, and meaning.

So what does id practically mean

There are seven key components of leadership generosity, and the pressure to excel in all of them can be daunting as no one, or even no one person, can excel in all components. The good news is that it's not necessary. Focus on your natural areas of generosity - some of us naturally coach, and some tend to praise well. Some of us excel in connecting each task to the company's winning story, and some of us excel in creating a safe space. It's also very important to be attentive to the unique needs of our employees and to be flexible - whether they need a new challenge now or whether credit for success will inject them with new energy.

1. Provide time and energy - Generous leaders understand the importance of attentiveness and listening. They dedicate time and show genuine interest in the questions and needs of their people.

2. Instill a sense of belonging - Generous leaders create a safe and supportive environment where people can fully and authentically bring themselves. They seize every opportunity to reflect to them their value, making them feel like a vital part of the team and its success.

3. Provide opportunities - Generous leaders create challenges, not just tasks. They allow you to expand your thinking and learning into new areas that will increase your impact in the organization and lead your personal development forward.

4. Offer encouragement, express trust - Generous leaders expand the expectations of their people from themselves. They genuinely believe in you, encouraging you to "step out of your comfort zone," to experiment, take risks, and be the best you can be.

5. Provide space for experimentation - Generous leaders offer "safe space" that allows exploration and creativity, alongside legitimacy for failure and another attempt.

6. Provide mentorship - Generous leaders offer constructive feedback that is non-judgmental, aiming to empower you to make better decisions.

7. Give credit - Generous managers acknowledge the effort and achievement of their people, always preferring to attribute success to their team rather than themselves, and adopting a language of "we" instead of "I."