What makes a modern leader?

The unimaginable change spurred by the COVID-19 pandemic heightened the call for a different kind of leadership. In the midst of 2020, a year none of us could have foreseen, we caught glimpses of leaders in their most vulnerable moments, watched companies embrace new ways of caring for employees, and witnessed a swell of corporate commitments to important social causes. I saw colleagues and peers step up and support each other in surprising and inspiring ways, actively engage in and adopt new ways of thinking, and participate more purposefully in the movements shaping our communities around the globe.

My reflections led me to explore what makes a modern leader. I found myself returning to the core themes of authenticity, having the courage and confidence to be your true self even in uncomfortable situations; active inclusion, finding ways to allow people to feel completely safe talking about who they are and what they value; and finally, well-being, fostering mind, body, and sense of purpose in individuals, teams, and organizations to build a more resilient workforce.

Over the last couple months, I enlisted the help of some of today’s top leaders across different sectors, industries, and regions to further discuss how these themes are coming to life in their leadership journeys. Their insights were both clarifying and inspiring, and what they shared reinforced and illumined new ways to embody the authentic and empathetic leadership required in this day and age. I’ve summarized some of the common themes below.

If there’s anything the last 18+ months have taught me, it’s the importance of adaptable leadership, courage, and kindness. I encourage you to take a moment to watch the full interviews linked below. We’d also love to hear from you – how have you seen modern leadership in action?

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Foster a culture of active inclusion

Our series started with Adam Grant, who encouraged us to think differently and act with humility. He also taught us about the importance of psychological safety at work and the dangers of adopting the “Don't bring me problems. Bring me solutions.” mindset. He warned that if people can only speak up when they have a solution, “you will never hear about the biggest problems, which are too complex for any one person to solve.” Instead, he challenged us to be “canaries in the coal mines” and foster the kind of culture where everyone can raise problems, even when the path forward isn’t clear. Anna Marrs also cited the obligation to speak up and engage. As she explained, “There’s no point in having a knowledgeable and diverse organization if nobody tells you the truth.”

Jeffrey Hirsch reminded us that emotional intelligence is fundamental to the success of an organization. Figuring out how to keep people focused, motivated, and happy is the most important task of the day for many leaders.

Integrate diversity and inclusion into decision-making

Anna Marrs and Jason Wright both explained the importance of having the right people in the room. Before a big decision, Jason asks himself, “Who are the people that need to be in the room from an expertise standpoint and a diversity and inclusion standpoint to ensure that we have a comprehensive debate?”

And with mounting evidence that a diverse mix of perspectives will lead to a better decision, every time, Anna said she puts a strong focus on ensuring people with diverse views and experiences are in meetings together.

Live out purpose

Employees, clients, and stakeholders increasingly expect leaders to take a stand on a range of societal issues and address the events happening in our world today. But given the complex state of affairs, leaders must choose when and how to show up. Sarah Kirshbaum Levy explained that leaders and organizations need to get comfortable with their beliefs and distinguish between the values we hold as individuals and those of the business.

For Claire Babineaux-Fontenot, living out Feeding America’s purpose got her and her team through the pandemic. When food bank workers were declared essential workers during the pandemic, Claire felt it was imperative to be out there with them. She said, “I never struggle to be inspired to wake up in the morning and try to do my best because I know there are people out there counting on us.”

Support and model well-being

As workers across the U.S. continue to report anxiety, increased burnout, and an overall decrease in mental health, the importance of bringing employee well-being to the forefront is a conviction I share with many other leaders.

Ida Liu spoke about the actions she took to ensure her team’s health and wellness – bringing in a monk to lead a guided meditation and a doctor to communicate the value of exercise and sleep for peak performance and renewal. Caroline Fairchild also provided the important reminder of blocking out time for yourself – even during the busy workday. Taking the advice of several female executives she interviewed, she started carving out time for a workout. “At first, I kind of felt guilty and asked myself, ‘Can I really do this instead of taking that meeting?’ But after several months, I’ve realized how important it is for my mental health.”

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