Introduction:
Hi, I’m Max – High Performance Coach.
Today’s reading is going to be a very interesting one, and one this isn’t spoken about much in my view.
In leadership, the notion of being people-focused is widely celebrated. Leaders who prioritize empathy, connection, and care are often seen as the heart of strong, constructive leadership. But as with any leadership style, even people-centric approaches can have their downsides. When taken to excess, people-focused leadership can subtly undermine team performance, create hidden power dynamics, and delay necessary growth.
Today’s reading explores three common pitfalls that I’ve observed in people-centered leaders—and how these tendencies can disrupt the very culture they are trying to foster.
1) The Excess of Empathy: Eroding Accountability
Empathy is a cornerstone of good leadership, but too much of it can lead to a slow erosion of accountability. When leaders are overly concerned with the emotional well-being of their team members, they may start to rationalize or excuse underperformance. “They’re going through something,” or “I don’t want to push them too hard” becomes a regular refrain, allowing a dip in standards in the name of compassion.
Here’s the tough truth: empathy without boundaries does a disservice to everyone. By avoiding hard conversations and lowering expectations, leaders send the message that on some level, poor performance is acceptable. This inadvertently creates an environment where mediocrity can thrive. In the long run, lowering standards to accommodate emotional considerations doesn’t foster growth; it stifles it. True empathy involves holding people accountable to their potential, even if it’s uncomfortable.
The reality is, a lack of boundaries breeds disrespect, and your team—consciously or not—will adjust their behavior based on what you tolerate. If empathy is not balanced with clear standards, your team will inevitably mirror the lower expectations.
Questions to Consider:
- Where am I letting empathy lower standards in my team?
- How can I differentiate between compassion and avoidance?
- Am I willing to have tough conversations to help my team grow, even if it feels uncomfortable?
2) Managing Disagreeable Personality Types: The Silent Power Shift
Agreeable leaders are known for their compassion, their polite nature, and their desire for harmony. However, when they come across highly disagreeable, assertive individuals within their team, they face a new challenge. Middle managers often get crushed here. Disagreeable personalities tend to dominate discussions, push their ideas, and bulldoze over softer voices. In these situations, people-focused leaders often avoid confrontation, fearing that engaging with the assertive personality will cause discord.
This avoidance, however, leads to a quiet power struggle. The disagreeable team member starts to influence the team dynamic, sometimes taking on a pseudo-leadership role by default. While the leader strives to maintain peace, the disagreeable individual controls the narrative. This power shift undermines the leader’s authority and can create a toxic environment where the loudest voice wins.
Agreeable leaders must learn to step into uncomfortable territory and engage in conflict when necessary. Conflict isn’t inherently negative—when approached skillfully, it creates space for differing perspectives and prevents any one individual from overpowering the rest.
Questions to Consider:
- Am I avoiding difficult personalities to maintain harmony?
- Where in my team have power dynamics shifted in subtle ways?
- How can I foster productive conflict while maintaining respect and empathy?
3) Unwillingness to Let People Go: Stifling Growth
Perhaps the hardest truth for people-centric leaders to accept is that sometimes, letting someone go is the most compassionate thing they can do. When leaders are overly focused on protecting their team from discomfort, they may resist making tough decisions like moving on underperforming team members. They worry about the impact this will have on the individual, concerned that the person will suffer or struggle without the security of the job.
But here’s the irony—by holding onto someone who isn’t meeting the standard, you are actually stifling their growth. You keep them comfortable, but at the cost of their development. Sometimes, the push of being let go forces an individual to confront their weaknesses, grow, and find a path that better suits their abilities.
Leaders must understand that shielding someone from hardship is not always an act of kindness. It can actually be a disservice, both to the individual and to the company. Growth often requires discomfort, and as a leader, your role is to create an environment where growth can happen—even if that means making emotionally tough decisions.
Questions to Consider:
- Am I holding on to underperforming team members to avoid causing them discomfort?
- How is my reluctance to make hard decisions affecting the growth of my team and company?
- How can I reframe letting someone go as a necessary step in their personal and professional growth?
Conclusion:
People-focused leaders often fall into the trap of prioritizing harmony over development, empathy over accountability, and protection over growth. While compassion is a critical element of leadership, unchecked empathy can ultimately weaken a team’s performance. The real task for people-centric leaders is to recognize that holding people accountable, fostering productive conflict, and making tough decisions are not in opposition to empathy—they are part of what makes empathy truly powerful.
My invitation for you as a people focused leader is this – when you hold your team accountable and challenge them to grow, you’re showing them the highest form of care.
If today’s reading resonated with you, reach out to me for a conversation here.
Max. High Performance Coach.
