8 Philosophies for Human-Centric Leadership

Hi friend,

Exactly a month ago, I completed the altMBA program - an intensive 31-day online leadership workshop. 

Founded by author & entrepreneur Seth Godin, the program aims to reimagine business education. With over 6,000 graduates from 90 countries, it's clear that it's making an impact on leadership worldwide.

Less than a month after its conclusion, the company I work for, Gardyn, was honored by Business Intelligence Group as one of 2024’s Best Places to Work.

This achievement speaks volumes about the leadership & culture at Gardyn, and I feel lucky to be a part of it. 

In this newsletter, I'll be sharing my key reflections from the altMBA workshop & my time at Gardyn so far, exploring what makes an effective leader in today's ever-evolving world.

Find Your Why & Move From That Place 

One of the most popular TED Talks of all time is Simon Sinek’s How Great Leaders Inspire Action. This prolific speech centers around this idea:

“People don't buy WHAT you do; they buy WHY you do it.”

Throughout the talk, Sinek demonstrates this idea through the Golden Circle concept, shown below.

As he expands on this idea in his book, Start with Why,

“The WHY is just a belief, the HOWs are the actions we take to realize that belief, and the WHATs are the results of those actions. When all three are in balance, trust is built and value is perceived.”

Having a strong why not only appeals to the external (customer), but also helps the internal (employee) - especially when things get tough. 

Having a mission or purpose provides motivation to push through.

As philosopher Friedrich Nietzsche once said, “He who has a why to live for can bear almost any how.”

Perhaps that’s why purposeful, why-driven companies outperform their counterparts in stock price by a factor of 12 (over a decade-long period, as revealed by John Kotter & James Heskett in Corporate Culture And Performance).

Business Begins & Ends with People

At its core, business is about people. 

This fundamental truth often gets overshadowed by profit-driven motives.

Those profits (that capitalism drools over) would not exist without customers or employees - the people.

The co-founder of Whole Foods, John Mackey, says, “our most important stakeholder is not our stockholders, it is our customers. We’re in business to serve the needs and desires of our core customer base.”

Angela Ahrendts, a leader at Apple, takes a similar, human-centric view, but turns it inwards - emphasizing that strong employee relationships are the bedrock of flourishing.

She says, "Everyone talks about building a relationship with your customer. I think you build one with your employees first.”

So, as we pursue a mission (& profit), it’s crucial to remember that humans come first, and ultimately determine our success & impact.

Empowerment > Management

Leading is no longer about telling people what to do or how to do things.

Rather, it’s about empowerment: creating an environment where people can bring their best selves to work & contribute in meaningful ways.

My current team understands this, which I’m grateful for.

But that hasn’t always been the case.

Many managers I’ve had (or heard about) prioritize micromanaging deliverables & due dates rather than purpose or the bigger picture.

This makes things confusing, unmotivating, and/or straight-up frustrating.

From what I’ve observed, the best managers focus on people… what drives them, what their goals are, and how they operate best.

Beginning with this human-centric understanding paves the way to generating feelings of trust & care, which brings the best out of others.

And as Hubert Jolly, the former CEO of Best Buy, points out in The Heart of Business, creating an environment that feels safe to employees is critical:

“To unleash human magic, everyone must feel at home, fully valued for who they are, with the space and freedom to be themselves. Only then can people bring their best selves to work.”

Simon Sinek parallels this idea in his book The Infinite Game, writing, "When leaders are willing to prioritize trust over performance, performance almost always follows.”

All of this ties into the role of a regulated nervous system in effective performance (which could be a newsletter itself), but here’s the short of it:

When we feel safe, we expand. We express. We contribute.

When we don’t, we contract. We shrink. We hide.

A human-centric, empowerment-forward approach helps employees feel safe and thus generates greater satisfaction & performance.

Or in other words:

Leadership isn’t about power, it’s about connection & collaboration, which is made possible through trust & care.

Good Leadership = Curiosity + Courage + Refinement

I liken good leadership to one of my favorite things – a road trip.

Curiosity is the fuel. It creates learning, healing, & growth.

Courage is the car starter – the initial spark that puts everything in motion.

& Refinement, the navigation – the continuous process of ensuring we’re heading in the right direction.

When we’re curious, new possibilities open.

Curiosity encourages us to lean in, which often gives rise to courage.

Having difficult conversations & taking accountability are just a few examples of courageous actions that are enabled by curiosity.

Without curiosity, we’d pack in our bags & tell ourselves “not my problem.”

Curiosity & courage propel us forward, while refinement – the continuous reevaluation of our thoughts, beliefs, and approaches – keeps us on track.

Together, these three elements form the foundation of good leadership, enabling us to bring the best out of others, navigate complexities, and create meaningful progress.

Embracing Vulnerability & Practicing Empathy

Vulnerability & empathy are two sides of the same coin, both essential for creating meaningful connections & fostering supportive environments.

Vulnerability, as Brené Brown asserts, is a superpower that builds trust, dissolves power dynamics, and deepens relationships.

When we share our struggles, we invite others to do the same.

Similarly, when we witness someone authentically express themselves, we’re subconsciously encouraged to follow suit.

As author Janice Omadeke writes in the Harvard Business Review, “leaders who create the space for true vulnerability build psychologically safe work environments in which people feel welcome to be themselves.”

“When people are willing to be authentic at work, they’re also more willing to take creative risks, share their perspectives without fear of a consequence, and make valuable contributions that can only be expressed within a culture that values trust & inclusion.”

Empathy, on the other hand, is the art of understanding others’ perspectives & emotions.

Also (sometimes) known as Outrospection, empathy is more than a skill… it’s a practice of stepping outside our own perspectives & seeking to understand the viewpoint of others. With compassion & without judgment. 

By actively listening & seeking to understand (rather than respond), we can build bridges of empathy that transcend differences & bring people together.

Embracing vulnerability is not just about being brave.

& Practicing empathy is not just about being compassionate.

Together, they have the power to transform the world - unlocking our true potential & empowering those around us to do the same.

Celebrate Intersectional Diversity

Just as nature thrives on diverse ecosystems, so too do our teams & organizations.

Diversity is the spice of life - it's what makes things interesting & enjoyable.

Too often, however, can diversity be misconstrued as quotas, especially in corporate spaces.

True diversity acknowledges intersectionality - a term coined in 1989 by professor Kimberlé Crenshaw to describe how race, class, gender, and other various identities intersect & interact.

Intersectionality expands the concept of diversity— recognizing its complex & nuanced nature.

When intersectional diversity is embraced (or even celebrated), discussions become enriched, ideas are more innovative, and environments are transformed.

While I, a 30 year-old straight white dude, am certainly not an expert or leader on this topic, I am a committed student, understanding that my role is to amplify the voices of others.

By championing intersectionality, we pave the way for a more inclusive & empathetic workplace, where diverse perspectives fuel our collective growth.

Welcome Silence & Space

Have you ever found yourself talking just to fill space? To avoid silence?

It’s super common. I know from firsthand experience…

If the conversation went silent… what would the other person think?

These hesitations are not helpful.

As the altMBA taught us - silence is not something to fear, it’s something to embrace.

It’s not about inaction, but rather about pausing, strategically.

In a culture that values speed & productivity, embracing silence (or rest) can be challenging.

Yet, there is great reward in taking time to pause. To be silent or still.

In this space, all parties can think or feel more deeply, which ultimately creates deeper connections & impact.

Welcoming silence is about being intentional & present, understanding that saying less can actually lead to your team/customer saying more.

Whether in professional interactions or personal relationships, the ability to harness the power of silence can transform how we lead, sell, and connect with others.

Good Decisions ≠ Good Outcomes

Almost everyone confuses these two things: decisions & outcomes.

While the two are related, they are not the same.

A good decision can lead to a bad outcome, and vice versa.

The quality of decision is determined at the moment it’s made, regardless of the eventual outcome.

As Dr Ellen Langer said (on the Rich Roll Podcast), "there is no such thing as the right decision, just making the decision right." 

I find this distinction to be liberating.

We no longer have to stress our decision-making.

We can embrace the Stoic idea to control the controllable & release the rest.

Annie Duke, a retired poker player & now author, once said “Decisions with high stakes should be just as easy to make as decisions with trivial stakes, if all the data is just as clear.”

What truly matters is the process behind the decision: 

• Did you have the best data? 

• Did you consider all perspectives & potential outcomes? 

• Was the decision the best you could make at the time?

If those answers are yes, we made a good decision.

The outcome will be as it will be.

Thank you for Reading!

If you made it this far - I appreciate you deeply.

Let me know which of these resonated for you.

Wishing you an awesome week ahead.

With gratitude,

Aidan