8
OPINION
Insufficient
People-first leadership demands balance and recognition that caring for individuals shouldn’t come at the cost of organizational purpose.
I write often about people being the primary driver behind my leadership. I care more about the people than I do the money, even though as a CEO I have had to make difficult decisions at times to keep the business solvent and move the organization forward. A “people first” leadership philosophy sounds like a great idea, but as with any human construct, the leader must be aware of the pitfalls that come with this approach.
Brandon Pinkerton
If you’ve been in leadership for any amount of time you know that very quickly along the journey problems will start making their way to your feet. You are expected to solve these problems as they relate to the pursuit of the vision. However, inevitably the problems you are asked to solve are not so much organizational as individual. The more individuals you have in an organization, the more opinions you have, and consequently the more needs you will get pressure to resolve. I think this is a pivotal moment for the direction of your leadership as you move forward. It’s easy for your heart to lead you down the path of trying to cater to the needs of the individual. But, if you take on the mindset that you must be the one to provide for every personal need that comes up in an organization, you will find yourself in an unwinnable battle.
I was talking to a new mother recently who was struggling with self-doubt and thoughts of inadequacy. Her new baby wasn’t gaining enough weight, and she felt that it was all her fault. “Why can’t I be everything my child needs?” It’s an understandable reaction, and I immediately began to think about my own experience as a young leader. I really wanted to be this paragon of leadership. Someone for whom nothing was impossible. A leader who would make even the most difficult challenges seemingly trivial. As our organization grew and the requisite problems along with it, I began to doubt my ability. “Why can’t I be everything my organization needs?” The answer of course is simple: The leader can’t be everything to everyone. It was only my pride and ego that led me to believe I could be anything more than a consistent coach and guide.
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THE ZWEIG LETTER AUGUST 4, 2025, ISSUE 1596
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