How to Be a Unicorn Leader: Striking the Balance Between Results & People

Are you a results-focused or people-focused leader? Perhaps you are a unicorn and in the 1% of leaders who are both. According to neuroscientist David Rock, it is very rare to be both results and people focused, and our brains have a lot to answer for here!

Matthew Lieberman, Professor of Psychology, found that leaders who were exclusively results-focused or people-focused were rated as great leaders 14% and 12% of the time, respectively. In contrast, leaders who balance both were rated as great leaders a massive 72% of the time.

However, the force of habit in running businesses as we always have (results-focused) and the combination of our brains that operate on either results or people mode, slow us down from achieving effective leadership. For decades, we have driven results, often at the cost of people. We cannot treat people as if they are dispensable, just cogs in a machine that can be changed and moved whenever needed.

Our brains have different networks for social and analytical thinking, correlating with people and results focus. When the results areas are active, the areas related to emotions and social skills become less active, and vice versa. It's no surprise we see so many results-focused leaders in our companies. As we shift from the knowledge economy to what many call the relationship economy, with AI as our co-pilot, we need to boost our human skills and develop human-centric leaders who can create organizations where everyone thrives.

Our brains have made it difficult to be both socially and analytically focused at the same time. Even though thinking social and analytically don’t feel radically different, evolution built our brain with different networks for handling these two ways of thinking. Lieberman

Why are these "unicorn leaders" indispensable in today’s dynamic and complex business environment?

1. Results focus is short-term thinking

Most of the leaders I have met over the years have been results-oriented, striving to meet their quarterly targets. Of course, that's how we have traditionally run businesses. If the shareholders are happy, then we are happy, and that means driving results to get the most value out of the company. Results-focused leaders prioritize achieving targets, often at the expense of employee well-being or engagement. We've seen attempts to put people first, emphasizing empathy and team morale, but this approach could be seen to be overlooking productivity.

As our organizations evolve into the new era of work, we start to see the need for both people- and results-focused leaders. These unicorn leaders uniquely integrate both perspectives, driving high performance by unlocking the potential of their people and fostering a supportive and engaging work culture. They are able to bring out the best in their people, enabling them to thrive, and as a result, the business thrives. Imagine if all your employees were reaching their full potential and the result that would bring for your company's success?

Leaders who only focus on hitting targets might be effective in the short-term. But over time, they rarely bring out the best in their teams—or business. Korn Ferry

The Benefits of Unicorn Leadership

Unicorn leaders bring a plethora of benefits to their organizations. They enhance employee engagement, leading to lower turnover rates, higher job satisfaction and increased profitability! Simultaneously, they drive innovation and productivity, ensuring that business goals are met or exceeded. This balanced approach leads to a more resilient organization capable of thriving in both stable and turbulent times. According to the Gallup report "State of the American Manager," managers who balance results and people focus achieve a 27% higher profitability for their teams.

A great example of a leader who made the shift from results-focused to people-focused is Loren Sanders, MBA, ACC,PHR,SCP,CPM, CPTM . In her book, "Empathy is Not a Weakness: And Other Stories from the Edge," she shares her story of being a results-focused leader who lacked understanding of her people. She just wanted to achieve, whatever the cost, and people were just an annoyance getting in the way. When one of her direct reports resigned and she realized she wasn't achieving the results, she turned to her leader who thankfully supported Loren in making a change.

If you are a results-focused leader and think that this people focus is nonsense, read this book!

Leaders have a significant impact on their people

We know that leadership significantly impacts organizational success. According to a Gallup poll, teams led by managers who scored high in both people and results focus had a 48% higher profitability. Of course, I have seen this many times. Take the leader I call Mr. Whiteboard, who turned up for a 15-minute daily standup meeting and started issuing orders to the team of six. He wanted them to work his way because he knew best. The team protested that they were on track and didn't want to change their ways of working—they were getting results. This discussion continued for one hour until the team gave up and complied. The team was left demotivated and spent at least another hour talking about this behaviour and the increased workload needed to do things his way. Several hours of productivity were lost that day, and this was never seen by the leader. The team even shared that if the leader were to continue in this position (he was temporary), they wouldn't be able to stay.

Research from Harvard Business Review indicates that employees with unicorn leaders are 55% more likely to stay in their jobs, fostering long-term organizational stability and growth. Who wants to work with a leader like Mr. Whiteboard, who doesn't empower the team or listen to them? We know culture is important, and leaders play a huge part in this. Among those working in organizations with the best climates—which are largely created from the top—34% said they felt motivated to go above and beyond their formal responsibilities, unleashing their own potential as well as their organizations’ in the process. Only 17% of people could say the same in organizations with poorer climates. All of these things impact the bottom line but often remain unseen.

A meta-analysis published in the Journal of Applied Psychology found that transformational leaders, who typically balance task and people orientations, have a substantial positive impact on both team performance and employee satisfaction.

The Need for Unicorn Leaders in Today’s World

The modern workplace is increasingly complex and diverse. Challenges such as remote work, technological advancements, and global competition require leaders who can navigate and drive change effectively. Unicorn leaders are adept at managing these complexities because they understand that a thriving workforce is the cornerstone of sustained success. Research from Oxford Sa?d Business School discovered what many have known for years: when we put people at the heart of transformation, the success rate more than doubles. It's not that people don't like change; we don't like it being done to us! By involving people in the change and understanding their struggles, we can drive better results. Dismiss the emotional reactions, and watch as your transformation struggles to emerge!

A leader's ability to motivate and engage teams while delivering on strategic goals is crucial for long-term viability. McKinsey & Company highlights that organizations with strong people-focused cultures have a 3.7 times greater probability of being top performers in their industry.

How to become a Unicorn Leader?

Cultivate Self-Awareness

Self-awareness is the foundation of great leadership. Mr. Whiteboard was not self-aware; he had no idea of his impact on the team. It's important to seek feedback from peers and team members to understand your impact on them. Reflect on your leadership style and its impact on both results and people. 360-degree feedback and personality assessments can be invaluable, though sometimes uncomfortable. However, if you can resist the temptation to reject what you hear or claim that "I am already doing that," you are not learning. Try to make sense of the feedback and take action.

One leader I coached was told that he wasn't visible enough, which meant he wasn't approachable, and people didn't trust him. He initially rejected the feedback, saying he was purposely in the office every week to be visible. Yet, he never saw his team; he was locked away in meetings. All he had to do was shift his behaviour to ensure that he intentionally connected with team members during the day. This took about one hour out of his day, and he reaped the benefits. What small shift can you take that will make a big difference?

Research from Cornell University suggests that self-aware leaders are more effective because they can recognize their own limitations and work to address them.

Develop Emotional Intelligence

Emotional intelligence (EI) is critical for balancing people and results. Work on enhancing your EI by practicing empathy, improving your communication skills, and learning to manage your emotions effectively. Attend workshops or engage in coaching sessions focused on building EI. According to a study in the Journal of Organizational Behavior, leaders with high EI create more positive work environments and foster higher employee engagement and productivity.

I am often told that there is no room for empathy in leadership, but the opposite is true. When we understand others, we can adapt to their needs. Take the design leader who had a direct report who struggled to sit and focus on complex designs. He spent a lot of time walking around the office and connecting with people. His leader was so frustrated with him and said that "he needed to be able to sit down and do the basics before he could have any other role." What she hadn't realized was that by talking and connecting with the team, he was bringing them together to achieve results. He saw that Joe was repeating work that Mary was doing and picked up on potential problems early. By forcing him to sit down and do what the leader thought was best, he became demotivated and disengaged. This equates to lost productivity immediately! Your way is not always the right way.

Focus on Growth

Invest time in coaching and mentoring your team. Some leaders I meet still do not realize that part of their job is to unlock the potential of their people. Coaching not only helps in personal and professional development but also builds a culture of trust and collaboration. Encourage open communication and feedforward, enabling your people to grow. The Center for Creative Leadership reports that effective coaching and mentoring can improve leadership performance by up to 25%.

Avoid putting people in boxes; instead, enable them to grow. I've seen many so-called poor performers become high potential when they switched jobs. Think back to school: I remember being really bad at French with Miss C, and then I moved to another class, and my French blossomed. What a difference a teacher can make, and this applies to leadership too! Enabling people to grow is perhaps one of the most powerful things you can do as a leader. It's not all about you; it's all about them.

Agree Clear Goals, Expectations

Clearly agree on expectations and goals with your team. You would be surprised how often I see a lack of clarity in organizations; there can be a big gap between what you think you want and how others perceive your expectations. If this isn't making sense, just think of your teenagers who, as I did yesterday, you ask to clean the house, detailing specifically what needs to be done, only to find it wasn't done to your expectations!

The world will change, and so will those goals, so regular check-ins are important. Ensure that these goals are aligned with the organization’s objectives and are achievable. Regularly discuss progress and celebrate success along the way. Many wait to recognize their teams when they get to the end results, but that end result has many small achievements along the way! Empowering does not mean letting go completely - don't forget to check in with people.

Research from the American Psychological Association shows that setting clear goals improves team performance by up to 20%.

Organizations with strong people-focused cultures have a 3.7 times greater probability of being top performers in their industry. McKinsey

Your People are everything

Over the years, I have worked with hundreds of global companies and witnessed some shocking behaviours, poor climates, and toxic cultures. In some places, there are pockets of toxic behavior where people are merely surviving, not thriving. Leaders turn to me in the hope that a leadership programme might fix their performance problems or low engagement, often without recognizing the impact of their own behaviour on their people. Every leading is trying to do their best in a rapidly changing world, it's not easy. Leaders have a profound impact on people, and if they can look beyond their results focus and recognize that their people are the key to unlocking those results, they can drive meaningful change.

When great culture are created they provide a foundation for people to thrive. Those organizations with the best climates—largely created from the top have people who are 34% more likely to go above and beyond their formal responsibilities, unleashing their own potential as well as their organizations’ in the process. Only 17% of people could say the same in organizations with poorer climates (Korn Ferry).

Conclusion

Becoming a unicorn leader is a journey that requires continuous development and growth. By understanding the importance of embracing your people focused brain, implementing practical action steps, you can develop the skills necessary to join the top 1% of leaders. In doing so, you will not only drive organizational success but also create a positive and thriving work environment.

#CEO #CHRO #Humancentricleadership

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Liz Rider is an Organizational Psychologist, LinkedIn Top Voice on Leadership and Former Global Head of Leadership. Her expertise lies in executive coaching, leadership development, and delivering impactful speaking events for large multinationals globally. She believes that work is becoming unsustainable and through human centric leadership, we can change this.