Sample Chapters

Chapter 1 Faith at Work

“Faith is taking the first step, even when you don’t see the whole staircase.”

Martin Luther King, Jr.

 

The Seventeenth Century was a tumultuous time in France. Amidst the political upheaval and revolts, a gentle lay monk named Brother Lawrence lived at a monastery in Paris. His joyful nature was a shining light during a dark period in history. The holy monk was so admired for his simple faith, wisdom, and humility that people near and far, including church leaders, came to him for spiritual direction. He developed a contemplative form of prayer called “The Practice of the Presence of God.” Whether he was at church or in the kitchen cooking and cleaning, Brother Lawrence kept God at the center of every activity. He said, “Nor is it needed that we should have great things to do. We can do little things for God.”  In other words, it’s not the greatness of the work that matters but the love with which it is performed.

 

Brother Lawrence let his faith shape his work. It’s common for us to compartmentalize our faith and our work into two separate areas. Brother Lawrence teaches us how to find peace, joy, and purpose through the integration of the two. He let the beliefs of his faith guide his daily interactions and activities. Guiding principles like respect, integrity, honesty, compassion, service, and love are admirable qualities in both secular and nonsecular settings.  These principles are the moral framework at the heart of the success of any individual or organization. Brother Lawrence’s faith was the motivating force behind his great work. He transformed his ordinary occupation into his vocation by incorporating the beliefs of his faith into his work.  Letting his faith shape his work brought a sense of peace, joy, and fulfillment not only to him, but to the many lives he touched.

 

Work Values  

As a senior leader in Human Resources- People Operations, I have had the privilege of interacting with employees at every level—from the frontline to the C-suite. I’ve heard people speak passionately about the work they do, and I’ve also listened to others express deep dissatisfaction. What’s especially interesting is that there are individuals performing the very same job who have completely different perspectives on their work.

What accounts for these differences?

The life and work of Brother Lawrence offer meaningful insight into this question. Every job carries dignity, worth, and value—both for the individual and for the organization. Brother Lawrence reminds us that when we approach our work with purpose and intention, even the most mundane tasks can become meaningful.

Our satisfaction is not necessarily tied to the nature of the work itself, but rather to the meaning and purpose we assign to it. Instead of focusing on what he did, Brother Lawrence emphasized why he did it. He chose to do all things for the glory of God.

When you walk into your workplace, you don’t need to check your faith at the door. This isn’t about preaching or trying to convert others. It’s about how you show up each day—delivering excellent service to your organization and to the people you serve. It’s about living out your beliefs and values through your actions at work. I believe our professional success is tied to our personal values. What do you value? If you value respect, show respect—and you’re more likely to receive it in return. Your credibility and effectiveness as a leader are shaped by the values and qualities you consistently demonstrate. Empathy, humility, compassion, integrity, and resilience are just a few of the characteristics that contribute to both professional and personal success. These qualities already exist within you—you carry them with you wherever you go.

In fast-paced and competitive work environments, however, these qualities can sometimes become buried beneath layers of self-protection—built in response to difficult colleagues, demanding leaders, or challenging situations. You may value kindness, respect, and understanding, yet find yourself reacting with frustration or defensiveness when provoked. Over time, this can create internal tension and pull you away from the very values that define you. When we allow the behavior of others to dictate our own, we risk losing our sense of self. Instead of mirroring negativity, choose to remain grounded. Stay true to your core values and beliefs. Let them guide your actions, shape your decisions, and influence every interaction.

Faith at work is not about everyone sharing the same beliefs. It’s about working together in a professional environment where every individual is treated with respect and dignity. It’s about recognizing that, despite our differences, we can still collaborate toward a common goal and make a meaningful impact.  Faith at work means bringing your core values into every area of your life. As it says in James 2:17, “Faith by itself isn’t enough. Unless it produces good deeds, it is dead.” Your faith and your work are connected. When integrated, they empower you to show up authentically and serve others with purpose and intention.

So how can we incorporate our faith into our daily work? Brother Lawrence offers two simple but powerful practices:

1. Approach your work with a strong sense of purpose and personal accountability.
2. Prioritize the well-being and success of others.

Faith-based leadership

 

Faith-based leaders inspire confidence, creativity, and collaboration within their teams. Faith is a powerful force that strengthens confidence and self-esteem. It encourages proactive thinking and fuels creativity in solving problems, making decisions, and generating new ideas.

Faith fosters trust in both ourselves and others, leading to increased collaboration, teamwork, and shared success.

 

Faith-based leaders unite people. For example, as general of the United States armed forces during World War II, Dwight D. Eisenhower used his people skills to lead his troops to victory.  He empowered his people by delegating responsibilities to them and by placing them in positions where their strengths could be utilized and maximized.  Eisenhower was a soldier at heart, and this allowed him to have empathy and compassion for his troops.  He connected with them, supported them, and advocated for them.  Prior to the D-Day invasion of Europe, Eisenhower wrote a speech he would give if the invasion failed. He wrote, “My decision to attack at this time and place was based upon the best information available. The troops, the air, and the Navy did all that bravery and devotion to duty could do.  If any blame or fault attached to the attempt, it is mine alone.” Instead of placing blame or pointing fingers, Eisenhower took responsibility and ownership if anything were to go wrong. He gave praise and credit to his troops for their bravery and dedication.  He created a safe space where his troops felt valued and supported.  Eisenhower put people first.

 

Fear-based leadership

 

Eisenhower said, “You don’t lead by beating people over the head; that’s assault, not leadership.”  Fear-based leaders rely on intimidation and control to advance their own interests. They are often more focused on being right than on getting things right. Instead of addressing mistakes or solving problems, they tend to complain and assign blame. In such environments, employees struggle to thrive because initiative is discouraged. Leaders who are dismissive, impatient, and temperamental can significantly lower morale and motivation. Employees may feel afraid to ask questions and are often left to figure things out on their own, increasing the likelihood of mistakes or even attempts to hide them.

Working under fear-driven leadership creates tension and stress, making individuals reluctant to share ideas, opinions, or feedback. In such environments, employees tend to be more reactive than proactive and more defensive than willing to take risks, causing them to miss valuable opportunities for growth and development.

Fear-driven leaders often operate from a place of insecurity and low confidence, resisting delegation and withholding information to maintain control. Ultimately, their desire for recognition and credit undermines trust, stifles growth, and weakens overall team performance.

Human-centered leaders

A leader who barks orders, criticizes, and belittles employees when they don’t meet expectations creates a tense and toxic environment. People already face significant pressures in both their personal and professional lives—whether it’s supporting their families, caring for children or aging parents, meeting deadlines, or managing demanding to-do lists.

Employees seek supportive leaders who partner with them to achieve the best possible outcomes. They value leaders who embrace the human side of leadership, demonstrating empathy and compassion. Human-centered leaders prioritize the well-being of their people, creating a positive and safe environment that fosters trust, teamwork, and open communication. Above all, they put people first.

Leading with Faith

Leaders who have faith and confidence in their abilities do more to create inclusive environments where people feel valued and recognized. They delegate, share information, welcome suggestions, and trust their teams. Trust is the foundation of all relationships; without it, sustaining an effective working relationship becomes difficult. Strong leaders trust first—they believe in their people’s ability to get the job done. This kind of trust empowers team members, giving them the space to think, grow, and develop. It also fosters an environment where individuals feel engaged, respected, and valued. When leaders trust their people and rely on them to consistently produce great work, they often rise to the occasion.

In a faith-based environment, employees tend to feel more positive about their work, leading to stronger connection and commitment to organizational success. In contrast, fear-driven environments trigger doubt and resentment, resulting in low motivation. Disengaged employees may do the bare minimum, complain frequently, and contribute to a toxic culture. Poor communication is often cited as a key reason for dissatisfaction in such workplaces, as employees want to feel heard, included, and part of something meaningful.  People thrive in a culture that builds trust, encourages collaboration, and unites teams around a common goal.

Model of Faith

 

Martin Luther King, Jr. was a principle-centered leader who let the beliefs of his faith guide him in life. It was the conviction of his beliefs that gave him the courage to work hard for justice and equality. King did his work with compassion, humility, and love which emanated from the beliefs of his faith. He placed a high value on the worth and dignity of human beings. He put people first and connected with them through his work and ministry.  In a sermon on the night before his assassination, King said the following:

 

“Like anybody I would like to live a long life. Longevity has its place. But I’m not concerned about that now. I just want to do God’s will. And He’s allowed me to go up to the mountain. And I’ve looked over.  And I’ve seen the promised land. I may not get there with you.  But I want you to know tonight, that we, as a people, will get to the promised land. So, I’m happy tonight. I’m not worried about anything. I’m not fearing any man. Mine eyes have seen the glory of the coming of the Lord.”

 

King kept his eyes and his heart focused on his goal. In the face of fear, he persevered with courage and faith. His courage came from a strong moral framework built on a solid foundation of faith.  He believed that people could live together in harmony in a just and peaceful world. He envisioned a better day where each voice mattered.  He dreamed of justice and equality for all people. It was his unshakable faith that defined the greatness of his work and his leadership.

 

Martin Luther King, Jr. gave himself the freedom to be what God created him to be. He believed in his calling to protect human rights and to put people first.  He put his whole heart into his work. He was not motivated by money or recognition. Rather, he was driven by his strong purpose and desire to help people.

 

Fear and its impact on growth

Fear is a barrier to communication, growth, development, success, and a healthy sense of confidence and self-esteem. It can diminish our belief in ourselves, hinder progress, and prevent us from achieving our goals.

Fear is one of the main reasons people hesitate to go after what they truly want in life—whether it’s fear of failure, rejection, judgment, or embarrassment. Left unchecked, fear can immobilize us, keeping us stuck and unable to move forward or seize new opportunities.  For example, someone who previously interviewed unsuccessfully for a promotion may carry that experience with them, which can discourage them from applying for future opportunities.  When fear dictates our actions, it erodes confidence and limits our willingness to pursue growth and advancement. Negative self-talk can reinforce this cycle, convincing us that we are not capable or worthy of success, ultimately holding us back from reaching our full potential.

 

Shift Your Focus

Fear is often rooted in deep insecurity. We may question whether we are smart enough, attractive enough, talented enough, or simply good enough. We worry about failure, embarrassment, and what others think of us.

The key is to step out of our own heads and shift our mindset toward helping others. Instead of focusing on personal fears and doubts, we can direct our attention to serving and supporting those around us. Listening with compassion, volunteering time, offering support to those in need, praying for others, or performing small acts of kindness are simple but meaningful ways to make a difference. Helping others also helps us gain perspective and develop gratitude, reminding us that our own problems are often not as overwhelming as they seem.

When we become overly focused on ourselves and our insecurities, we tend to exaggerate our problems and limit our perspective. This inward focus can negatively affect our behavior, judgment, and relationships. However, when we shift our attention outward, we begin to think and act differently in more positive and impactful ways. As we empathize with the struggles of others, we are more likely to build meaningful connections and strengthen our relationships.

         Faith over fear  

 

Franklin Roosevelt said, “Courage is not the absence of fear, but rather the assessment that something else is more important than fear.”  Find that “something else,” that is stronger and more important than your fear and let it motivate and spark you to take action to achieve it. That is exactly what Eleanor Roosevelt did.

 

Eleanor struggled with shyness and insecurity as a child. Her mother neglected and ridiculed her; her father was an alcoholic. Then, by the tender age of ten, she had suffered through the deaths of her mother, father, and younger brother. Despite these devastating losses, Eleanor blossomed and immersed herself in work for the good of others. During her years as first lady, she fought against racism and was a strong champion for women and workers’ rights. She was the voice for the oppressed and poor.

 

In her book, You Learn by Living, Eleanor gives wise advice on how to overcome fear and gain confidence. She writes, “I had to learn to face people and I could not do it so long as I was obsessed with fears about myself, which is the usual situation with shyness. I learned a liberating thing. If you forget about yourself, whether or not you are making a good impression on people, what they think of you, and you will think about them instead you won’t be shy. Do the things that interest you and do them with all your heart. Don’t be concerned about whether people are watching or criticizing you. The chances are that they aren’t paying any attention to you. It’s your attention to yourself that is so stultifying.” Being overly focused on ourselves can create self-doubt and insecurity.  Instead of turning inward, effective leaders follow the example of Eleanor Roosevelt and shift their attention outward to serving others. Helping and being of service moves leaders from a place of fear and self-centeredness to one of faith and purpose.

 

Building confidence by helping others

Investor and businessman Warren Buffett is another example of how shifting focus outward to helping others can help overcome fear. In the television documentary Becoming Warren Buffett, he describes how he conquered his fear of public speaking. Public speaking is a frightening experience for many people—about 75% of individuals reportedly experience some level of anxiety about it.

Buffett recognized that strong public speaking skills were essential to his success in business and life. Instead of allowing fear to limit him, he took small, intentional steps to address it. He enrolled in a public speaking course, which helped him become more comfortable speaking in front of others. To build on that progress, he later began teaching a class at the University of Omaha. Step by step, Buffett gained confidence and overcame his fear. A key lesson from Buffett’s experience is that when you shift your focus from yourself to the people you can help, you open the door to meaningful growth and opportunity. Ultimately, Buffett overcame his fear by putting people first.

Faith Unites Us

Whether you realize it or not, faith is at work in the workplace. The process of building a workplace culture begins with defining values and beliefs. Or fundamental principles that an organization accepts as right and just, often grounded in ideas such as respect and fairness. For example, companies implement policies and procedures to support and uphold these guiding principles, including protections for employees and job applicants against discrimination based on race, gender, religion, and other characteristics.

We also see faith at work in moments of tragedy and remembrance. In workplaces across America, it is common to observe a moment of silence in honor of victims of tragic events. You may have experienced this on the anniversary of 9/11. A moment of silence is a time for quiet reflection, prayer, or meditation to pay tribute and show respect. Each person is free to interpret and experience it in their own way—whether through prayer, reflection, or simple contemplation. I see the moment of silence as a powerful way for people of different backgrounds to come together for a shared purpose. It is a time to honor, to reflect, and to recognize that we are all connected to something larger than ourselves. In those moments, faith is present in a collective sense.

On an individual level, employees also make decisions guided by their values and beliefs. For example, someone may decline a promotion because it does not align with their family priorities. Others may prioritize work-life balance and choose not to pursue roles that require long or extended hours. In this way, we all make choices guided by what we believe and what we value.

Faith is an essential part of our personal and professional lives. It is what inspires us to keep learning, growing, improving, and believing. Faith is a knowing in our heart that gives us hope and the confidence to persevere in the face of challenges. It offers a solid foundation to stand on in a world that can often feel unsteady and uncertain. When the path ahead is unclear, faith gives us the strength to keep moving forward. Without faith in ourselves, we risk undervaluing our worth. Without faith in others, we struggle to trust and collaborate. And without faith in a greater purpose, we can lose sight of meaning and direction.

         Faith in Yourself

Having faith in yourself means believing in your own abilities. It means trusting that you have the inner strength and resilience to overcome challenges and achieve your goals.  I believe that a lack of confidence is one of the main reasons people do not reach their full potential at work and in life. Whether you realize it or not, your confidence—or lack of it—shows. There can be many reasons why you are qualified for a job or promotion: you may be smart, talented, and kind. But without confidence, your chances of being chosen can diminish. You cannot expect others to believe in you if you do not first believe in yourself.

Confidence and a can-do attitude often play a significant role in how others perceive your readiness for new opportunities. A lack of confidence can also make leaders hesitant to assign you high-visibility or challenging work. If you want others to trust your abilities, it begins with trusting yourself. This requires letting go of limiting beliefs about who you are and what you are capable of. Negative self-talk can lead you to believe you are not smart enough, experienced enough, or capable enough to speak up, present ideas, or take on difficult assignments. For example, if someone disagrees with you in a meeting or offers a different perspective, you may feel embarrassed and later think, “I was wrong to speak up.” Over time, that experience may cause you to stay silent in future discussions—not because you have nothing to contribute, but because you are trying to avoid discomfort or judgment.

In another situation, a colleague may share an idea that you were also considering, and it is praised and well received. A lack of confidence can cause you to question your own value and hesitate to share your thoughts in meetings. While staying silent may protect you from embarrassment, it can also prevent others from hearing your ideas and stifle your own growth and opportunities.

To grow personally and professionally, you must be willing to step outside your comfort zone, take risks, and learn from mistakes. Confidence is built through action, not avoidance. Let go of limiting beliefs by focusing on your strengths, talents, and abilities. Take the first step by believing in yourself—and then take the next.

         Faith in People

Acting in good faith is a common practice in the workplace and in many areas of life. For example, in the employer-employee relationship, there is an implied understanding that each party will fulfill their obligations to the other. Employees are expected to arrive on time and perform their work responsibly, while employers are expected to provide a safe work environment, the tools needed to do the job, and fair compensation for work performed.

Good faith means acting fairly, honestly, openly, and with sincere intent. It means that neither party deliberately seeks to deceive or take advantage of the other. When organizations ignore complaints of bullying, sexual harassment, or racism, they are not acting in good faith. Similarly, employees fail to act in good faith when they neglect their responsibilities in the absence of their manager. At its core, acting in good faith is built on trust and respect. It reflects a belief in people’s willingness to do the right thing and upholds the idea that individuals are generally well-intentioned.  When you have faith in people, you naturally feel a desire to help them.

Consider the following examples:

• A seasoned employee who takes the time to mentor and coach a more junior colleague.
• A colleague who offers support to help you meet a deadline.
• A coworker who welcomes a new employee and helps them adjust to the workplace.

Employees who step forward to help others are like shining stars. They remind us why it is important to have faith in the goodness of people. As Mister Rogers once said, “Look for the helpers. You will always find people who are helping.”

Faith in a greater purpose

The business world can be highly competitive and, at times, marked by unethical practices, greed, and self-interest. Our faith provides a moral compass, guiding us to act with integrity and stay aligned with what is right. Without a strong moral foundation, it becomes easier to make decisions rooted in self-interest rather than in what benefits the team or the greater good. Selfishness can show up in both subtle and obvious ways- undermining others, taking undue credit, or putting personal gain ahead of collective success. But the truth is, you never look good trying to make someone else look bad.

Faith gives us the inner strength to remain rooted in our values. Rather than defining ourselves by our titles, achievements, or recognition, we are reminded to find our identity in something deeper. This shift allows our work to become less about personal advancement and more about the people we serve. Staying grounded in our faith helps us remain humble in times of abundance and gracious in challenging times. It keeps us purpose-driven rather than ego-driven. One of the most effective ways to quiet the ego is to practice gratitude, recognizing how our work contributes to something greater than ourselves and how it benefits others. When we focus less on promoting ourselves and more on serving others, our work takes on greater meaning. We begin to see our efforts as part of a larger purpose that connects us to one another.

Faith Uplifts

As Martin Luther King Jr. once said, “No work is insignificant. All labor that uplifts humanity has dignity and importance and should be undertaken with painstaking excellence.” I come from a family of teachers who inspire me through their love and dedication to their students. They are not simply teaching—they are uplifting humanity. No matter what you do, consider how your work contributes to the well-being of others and helps uplift humanity. When you shift your focus from yourself to those you serve, your work becomes more meaningful.

I believe the greatest leaders have a deep sense of faith in their purpose, in themselves, and in others. Through a holistic leadership approach, they are grounded in something bigger than themselves. Their calling or purpose extends beyond personal gain and is centered on serving others. These leaders understand the impact of their actions on employees, customers, stakeholders, and the broader community. They recognize the importance of cultivating meaningful relationships that provide support during challenges, as well as insight and constructive feedback.

Holistic leaders embrace diversity and inclusion, and they actively listen to different perspectives before making decisions. They prioritize the well-being of their employees, as well as the customers and communities they serve. Their clarity of purpose enables them to create a positive and lasting impact on the lives of others. When leadership is rooted in faith and purpose, it naturally prioritizes what matters most—people.

 

Reflection Question:

 

What values and beliefs would others say are reflected in my daily actions at work?

 

 

Chapter 2: Leading with Hope   

“May your choices reflect your hopes, not your fears.” Nelson Mandela

 

A Story of Hope

 

On a cold Christmas Eve night in 1914 during World War I, a group of British soldiers huddled together in a trench to keep warm.  In the stillness of the night, the soldiers heard a sound across the enemy’s lines. It was German soldiers singing Christmas carols. The British soldiers recognized the songs and joined in the singing.  A few of the soldiers from the two opposing sides climbed out of their trenches and made their way to no man’s land.  They greeted each other with handshakes, exchanged cigarettes and candy, and played games. For that one night, the men put their differences aside and focused on what matters most: love, peace, and togetherness.

 

The soldiers were caught in the crossfires of a war they had not started.  Although they spoke different languages and lived worlds apart, they were not that different from each other. They were all cold, scared, and missed their loved ones. They were all human beings with feelings and emotions.  Although the fighting resumed the next day, the Christmas Eve truce of 1914 is a reminder of the fraternal bond we share with one another and what it means to put people first. Putting people first is an attitude of hope that comes from a strong belief in the basic goodness of people.

 

Giving Grace

A people-first attitude embraces humanity. Embracing humanity means giving people grace. On that cold Christmas Eve night, soldiers from opposing sides extended grace to one another. Giving grace to others means showing mercy, love, kindness, and forgiveness. The reality is that people will make mistakes and sometimes disappoint us—and we will do the same to others. Recognizing our own imperfections helps us extend forgiveness to those around us.

In leadership, difficult situations can lead to disagreement, tension, and even resentment. However, leaders with a people-first mindset choose to give grace by letting go of grudges and seeking understanding instead. They recognize that people are more than their roles. Employees are human beings with lives outside of work.  Personal circumstances, such as caring for a sick loved one, lack of sleep from a newborn, or family conflict, can all affect how they show up on the job.

A people-first leader sees beyond the worker and values the whole person. They genuinely care, aiming to support rather than judge or harm. They extend goodwill, grace, and mercy. Putting people first means prioritizing people above all else, valuing them over possessions and profits. It involves being considerate and respectful of others’ needs, concerns, and perspectives, and recognizing that employees have fears, hopes, dreams, and families. When people feel understood, supported, and valued, they are more likely to go above and beyond to engage with and commit to team goals.

 

Gift of Hope

One of the greatest gifts we can give and receive is hope. The story of Anne Sullivan and Helen Keller exemplifies its power. After a childhood illness, Helen lost both her hearing and vision at just 19 months old. Instead of playing, laughing, and learning like most toddlers, she lived in a world of darkness and silence. She longed to speak, to hear, and to see like others, but these abilities had been taken from her at an early age. Unable to communicate effectively, she often became frustrated and expressed her feelings through temper tantrums.

Helen’s remarkable teacher, Anne Sullivan, helped her learn to communicate and opened the door to a world of hope and possibility. As Helen gained language and understanding, her hope and confidence grew. She moved from isolation to connection, discovering companionship, friendship, and love. Over time, she transformed from a restless, frustrated, and confused child into someone who was calm, joyful, and self-assured.

Despite the challenges Helen faced, Anne never gave up on her. Her unwavering dedication was fueled by a deep belief in Helen’s potential and a vision of a brighter future. With Anne’s guidance, Helen went on to achieve extraordinary things. She graduated from college, advocated for civil and human rights, and contributed to the women’s suffrage movement. As an author and lecturer, she used her voice to inspire and uplift others. Helen chose to embrace hope, allowing it to shape her outlook and actions. As she once said, “Nothing can be done without hope or confidence.”

Helen’s people-centered attitude enabled her to extend herself outward in service to others. Leaders who adopt a people-first mindset give their team members a sense of hope and purpose. The true measure of a leader’s effectiveness can often be seen in the growth and success of those they lead—strong teams are a reflection of strong leadership.

Effective leaders don’t just help their people get by; they create conditions where individuals can thrive and achieve meaningful success. Anne Sullivan did this for Helen Keller, nurturing her potential with patience, belief, and persistence. The question then becomes: how can you do the same for your people? It starts with investing in their growth, listening with compassion, and believing in their abilities even when they struggle to see it themselves. When people feel supported, they are far more likely to reach and even exceed their potential.

Positive leadership

The job of a leader is to guide people toward success. A leader serves as a lighthouse, a steady, dependable presence that others can rely on for direction and support. Leaders set the tone for an organization. Their actions can either cultivate a culture of trust and unity or create an environment marked by fear and division. Creating a safe space is essential to building trust and fostering collaboration. When people feel safe, they are more willing to share ideas, ask for help, and show up as their authentic selves without fear of judgment.

People-first leaders approach situations with compassion. They handle difficult conversations with care, seeking to understand rather than judge. Instead of making assumptions, they listen actively and consider different perspectives. By being fully present and engaged, they ensure others feel heard, offering thoughtful and constructive feedback. Above all, people-first leaders act with integrity, free of hidden agendas or self-serving motives. They are genuinely committed to the growth, success, and well-being of their people.

Leaders with a people-first attitude lead with empathy, humility, and integrity.

 

Empathy

Empathetic leaders care enough to listen and seek to understand. They recognize the human side of others and can relate to their concerns, needs, and feelings. This creates a supportive environment where team members feel valued. Leading with empathy builds trust and fosters strong relationships and meaningful connections at work and in the community.

Empathy in action

Consider the story of an 89-year-old man who lived alone. During a winter snowstorm over the holiday season, he was unable to leave his home to buy groceries. His daughter, who lived far away, contacted several local grocery stores to ask if they could deliver food for her father. He had run out of groceries and she was deeply concerned for his well-being. Most stores refused to help. However, when she reached Trader Joe’s, the staff arranged for groceries to be delivered within an hour. They even paid for the items and included a simple message: “Merry Christmas.”

Why did Trader Joe’s deliver the groceries while others did not?

In one word: empathy. The team at Trader Joe’s put themselves in the shoes of the daughter and her elderly father and understood their situation. When you can relate to someone else’s thoughts and emotions, you are better able to connect with them in a meaningful way. Empathy leads to understanding, and when you understand another person’s experience, you are more likely to respond with kindness and compassion.

The power of empathy

Consider Anne Frank, who demonstrated remarkable empathy and compassion in the face of adversity. At 13 years old, her family was forced into hiding to escape the Nazis during World War II. During her time in the Secret Annex, Anne’s diary became a source of comfort. Through it, she expressed her innermost thoughts, feelings, hopes, and dreams. Despite the cruelty of the outside world, she maintained a sense of hope by building meaningful relationships within the Annex.  Rather than being consumed by fear, Anne focused on supporting and encouraging the others in hiding. In her diary, she reflected on their shared struggles and emphasized the importance of compassion and understanding. She showed concern for the well-being of those around her and helped lighten the mood through small acts of kindness. Anne also felt deep empathy for those suffering outside the Annex. Her heart ached for innocent people being forced from their homes, separated from their families, and sent to concentration camps. She prayed for an end to the war and the suffering it caused. Despite the darkness surrounding her, Anne continued to believe in the goodness of people and held onto hope for a better future. As she wrote, “Where there is hope, there is life. It fills us with fresh courage and makes us strong again.”

Empathy in leadership

 

Empathy is a crucial leadership skill. It can be difficult to connect with your employees or customers in a meaningful way without empathy.  Microsoft CEO, Satya Nadella said, “Empathy makes you a better innovator.”  A key component to achieving customer satisfaction is understanding consumer needs. In 2017 Microsoft was named one of the most innovative companies. From the Windows operating system to the Microsoft Office software such as Word, Excel, and PowerPoint, Microsoft has kept consumer needs and feelings at the center of every innovation. The key to any successful innovation is listening to your customers and understanding their needs. When you see through the eyes of the people you serve and have their best interests at heart, you will instinctively create products and services they want.  It is an instinct that comes from empathy or the ability to relate to the customer experience.  Nadella said, “My passion is to put empathy at the center of everything I pursue- from the products we launch, to the new markets we enter, to the employees, customers, and partners we work with.”

 

Humility

 

Harry S. Truman once said, “It is amazing what you can accomplish if you do not care who gets the credit.” Being humble does not mean that you disappear into the background and let others shine in the spotlight. Humble leaders give credit where credit is due.  They appreciate and value the unique gifts, talents, and abilities of their people. They know that it takes a diverse team of people with various skillsets to achieve organizational goals. Leading with humility is about recognizing that you do not know it all.  Humble leaders are aware of their own strengths and weaknesses. They have the ability to discern when to seek input from the subject matter experts on their teams and when to step in and mentor their people.  Humble leaders care about their people and willingly share their time and talents to help them to achieve their full potential.

 

Model of humility

 

Consider UCLA basketball coach John Wooden, who led his team to ten championships in twelve years and four undefeated seasons. Wooden was a humble man of faith who preferred to be called a “teacher” rather than a coach.  He encouraged his players to keep learning and growing not only as basketball players but as people of character.  He summed up his attitude on life and leadership this way, “Talent is God-given, be humble; fame is man-given, be thankful; conceit is self-given, be careful.”

 

In How to be like Coach Wooden by Pat Williams, there is a story that reflects this humility. At a basketball clinic, attendees had to wait in line for registration, a process that could take up to two hours.  When the head of the organization saw Wooden, he motioned for him to come to the front of the line. Wooden respectfully refused and chose to wait in line just like everyone else.  He led by example.

 

 

Integrity

President Dwight Eisenhower said, “The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, whether it is on a section gang, a football field, in an army, or in an office.” Integrity means being honest and doing the right thing even when no one is watching. At work, integrity means allowing your moral compass to guide your decisions and taking accountability for your actions.

The mission of Marriott is: “If we take care of our people, they will take care of our customers, and the customers will come back.” Marriott places the well-being of its employees and customers before profits. Its leaders are committed to upholding core values such as inclusion, respect, honesty, fairness, and empathy. Before making key decisions, Marriott executives consider the impact on employees.

For example, during the financial crisis of 2008, Marriott—like many companies—faced difficult cost-cutting decisions, including reducing employee hours. However, reducing hours would have affected employees’ eligibility for healthcare benefits. Marriott’s CEO, Bill Marriott, responded, “Then we’ll have to suspend the eligibility rule. We can’t have our associates and their families lose their medical benefits.”

A people-focused organization develops policies and programs that prioritize employee well-being. Marriott’s leadership reflects a people-first mindset, recognizing that caring for employees is essential to long-term success. Leaders who act with integrity consistently demonstrate their values through their decisions and set a strong example for others to follow.

People-First Culture

I don’t typically enjoy grocery shopping—it often feels like a chore. Then a friend told me about Stew Leonard’s, and I’ve been hooked ever since. Stew Leonard’s is a fun and engaging place to shop for groceries. At the entrance, a large sign reads, “Rule 1: The customer is always right. Rule 2: If the customer is ever wrong, re-read Rule 1.” It’s clear that customer service is a top priority at Stew’s.

From the moment you walk in, you are greeted with a food sample, and every department offers additional tastings. The store has been called the “Disneyland of Dairy Stores” because of its animatronic singing vegetables and Disney characters that move and perform acrobatic routines overhead. Its country-fair atmosphere, fresh food, strong customer service, and entertainment create a memorable customer experience.

According to Stew Leonard Jr., the president and CEO, “You’ve got to really listen to the customers and hear what they have to say.” Stew’s not only listens but also acts on feedback, earning recognition as one of Fortune Magazine’s “100 Best Companies to Work for in America” for ten consecutive years.

 

Their people-first culture is built around an acronym for S.T.E.W:

1. Satisfy the customer
2. Teamwork gets it done
3. Excellence in everything you do
4. Wow the customer and make it fun

Stew Leonard’s recognizes that employees are key to creating a positive customer experience. As Director of Marketing John Fallon said, “I can teach someone how to cut meat. I can’t teach someone to care about people.” A people-first attitude is deeply embedded in the company’s culture and employee training. Its customer-centric approach—encouraging employees to interact and engage with customers on the store floor—has been central to its success. Talking with and listening to customers helps the company better understand and meet their needs. Ultimately, the success of any business depends on people: employees who carry out the company’s vision and customers who believe in and support it.

The people-first philosophy has also been embraced by many organizations worldwide, including Apple, McDonald’s, Walmart, Starbucks, and the United States Army. For example, the U.S. Army has incorporated a “people-first” strategy into its culture, stating that by prioritizing people first, it is investing in its most effective resource for accomplishing its mission.

Leaders in people-first organizations understand that when employees are cared for and valued, they are more engaged, motivated, and productive. This leads to higher morale, stronger job satisfaction, and better customer experiences. In turn, putting people first enhances both employee performance and overall organizational success.

Visionary Leadership 

 

One of my favorite biblical verses is: “For I know the plans I have for you,” declares the Lord, “plans to prosper you and not to harm you, plans to give you hope and a future” (Jeremiah 29:11). This verse encourages us to hold on to hope for a better and brighter future.

Leaders with a people-first attitude are also hopeful about the future of their organizations. They strive to leave them better than they found them. In today’s uncertain climate, this can be challenging, especially when long-term planning feels difficult. However, visionary leaders think differently. They are forward-looking and see a world full of opportunities and possibilities. With hope and clarity, they define where they are going and how they will get there, inspiring others to work toward shared goals.

Vision is the mental picture a leader has of what the future of an organization could be. It serves as a guiding force that directs decisions and actions. Sam Walton, founder of Walmart, had a clear vision of building a retail store that offered low prices and strong customer service. In 1962, he opened the first Walmart, and its success exceeded expectations, allowing him to expand and open additional stores. Walton’s vision was simple yet powerful: “saving people money so they can live better.” He envisioned Walmart as a one-stop shop that would provide customers with both value and convenience. Through his clear vision and determination, he turned that idea into reality.

Hiring the right people was an essential part of fulfilling Sam Walton’s vision. He considered passion, a strong work ethic, and willingness to learn and grow as some of the most important qualities in an employee. He often hired individuals who had little retail experience but demonstrated ambition and a strong desire to work hard and get things done. Walton believed skills could be taught, but attitude and drive were far more difficult to develop.

In a letter to his managers, he wrote, “When someone comes to us for an answer, we should respond by asking a question. Sooner or later our associates will learn to think through a problem and solve it themselves.” Even before coaching became widely recognized, Walton understood the importance of mentoring employees by asking questions that encouraged critical thinking and independent problem-solving. He believed people already had the ability within them to make sound decisions and address challenges effectively.

Walton deeply valued his employees and recognized their role in achieving the organization’s vision. He once said, “The goal of every company should be to make its employees happy and satisfied so they will stay with the company.” When employees feel heard, valued, and appreciated, they are more likely to go above and beyond in delivering excellent customer service.

People First Philosophy  

Visionary leaders with a people-first philosophy inspire their teams to share a common vision and work as a cohesive unit to achieve it. When employees feel connected to the organization and its purpose, they experience higher levels of satisfaction and morale.

Consider Howard Behar, former president of Starbucks Coffee International, who helped lead the company’s remarkable growth from 28 stores to more than 15,000 worldwide by embracing a people-first philosophy. He viewed Starbucks as being in “the people business serving coffee,” rather than “the coffee business serving people.”

The people-first approach holds that when organizations prioritize people, those people will take care of the product and the customer experience. It begins with hiring and supporting the right individuals. When the right people are in place, they are more likely to perform at high levels, which in turn drives strong results and profitability. In this model, people come before product and profit.

Behar also embraced servant leadership, a philosophy in which leaders treat others with respect and dignity and focus on helping them grow to their full potential. When people grow, the organization grows. He understood that individuals want to be part of something larger than themselves. At Starbucks, employees are encouraged to be creative, share ideas, and work with purpose and passion. For example, a barista in California is credited with developing the Frappuccino concept, which was later tested in stores and eventually launched across the United States and Canada. This openness to employee ideas reflects the company’s trust in its people.  At Starbucks, employees are referred to as “partners,” emphasizing shared ownership in the company’s success. This people-first philosophy fosters a positive culture where employees feel motivated to deliver exceptional customer experiences.Top of FormBottom of Form

Lead with Hope

To lead with hope is to confidently trust in better days ahead. Hope gives us confidence that we have the strategies, tools, and perseverance needed to achieve our goals. Winston Churchill was a powerful symbol of hope during a dark period in British history. As World War II intensified, Churchill’s inspirational leadership led to his election as Prime Minister. He guided Britain through the war and helped sustain public morale during a time of great uncertainty. His strategic decisions and steady leadership contributed to Britain’s eventual victory. Most importantly, Churchill had a calm presence that inspired confidence in others. He demonstrated a people-first attitude through his humility, optimism, perseverance, and empathy. He navigated adversity by leading with hope, and his words of encouragement lifted the morale of the people.  Here are some words of hope from Winston Churchill:

H.O.P.E.

 

H – Humility- “I have nothing to offer but blood, toil, tears, and sweat.”

O–   Optimism – “The pessimist sees difficulty in every opportunity.  The optimist sees the opportunity in every difficulty.”

P–   Perseverance- “Never give in. Never give in. Never, never, never, never—in nothing, great or small, large or petty—never give in, except to convictions of honor and good sense.”

E–   Empathy- “All the great things are simple, and many can be expressed in a single word: freedom, justice, honor, duty, mercy, and hope.”

 

Leading with hope fuels progress and inspires people to learn, improve, and grow while fostering a positive work culture. Positive leaders prioritize engagement, diversity, and inclusion. They focus on the strengths of their employees, uplifting, encouraging, and motivating individuals to reach their full potential and become the best versions of themselves.

 

 

Reflection Question:

If my team described my leadership, would they say that I genuinely put people first? What examples would they give?

 

 

 

 

 

Chapter 3 The Heart of Leadership    

“The first job of leadership is to love people.”  Rick Warren

 

Love One Another

Lieutenant Colonel Joe Ricciardi stood before a group of 120 new reinforcements assigned to his unit in Afghanistan. As he delivered his introductory speech about his expectations and leadership philosophy, he focused on a simple but powerful message:

“If you want to be successful, you’re going to need to love one another.”

Some soldiers looked confused. Others smirked. “Love one another” is not the kind of advice typically given in a military or workplace setting. The soldiers waited for Ricciardi to elaborate, but he didn’t. There was nothing more he needed to say. Ricciardi wanted them to understand a fundamental truth: they were all in this together. Their success—and even their survival—depended on how well they cared for one another. Caring for your team means building trust, showing respect, and practicing compassion. A leader’s role is to create an environment where people feel safe, supported, and valued.

Many of us define our jobs by our functional roles—whether in payroll, sales, accounting, or operations. But beyond those responsibilities, our true job is to help our team succeed. One essential ingredient in achieving that success is love.  Love drives us to support one another, encourage one another, and build trust. It strengthens teams and creates resilience. At its core, effective leadership comes down to this simple principle: love one another.

This idea is not new. It echoes a biblical teaching that Jesus shared with his disciples after the Last Supper, just before his crucifixion. The message has endured because it speaks to something deeply human and universally true. Leading with love is a powerful key to success in any organization. Each of us, in our own way, is a leader—and each of us is called to care for others. Leaders who invest time and energy into building strong relationships foster a culture rooted in trust and connection. In practice, showing love at work doesn’t require grand gestures. It can be as simple as checking in with a teammate, asking how they’re doing, and offering support when it’s needed. In the end, it really is that simple: love one another.

What does love have to do with leadership?

The short answer: everything.

The greatest leaders achieve results while genuinely valuing their people. What separates good leaders from great ones is love—specifically, the kind of love the ancient Greeks called agape. Agape is selfless and unconditional. It is rooted in a sincere concern for the well-being of others. It calls us to serve, support, and uplift those around us.

This kind of love isn’t limited to family or friends. It extends to colleagues, strangers, and even adversaries. It emerges when we stop tying love to specific outcomes or experiences and instead choose to act with care, compassion, and empathy.

Agape love in action

Agape love embodies unselfishness, compassion, and empathy. It challenges us to “love one another” and to put people before profits. In times of crisis, this instinct often becomes unmistakably clear.

When Hurricane Katrina devastated New Orleans and the Gulf Coast, claiming more than 1,800 lives, countless individuals responded with extraordinary acts of compassion. While only a couple dozen rescue boats were expected, hundreds arrived. People waded through chest-deep water to save strangers. Volunteers traveled across states to help. Hotels opened their doors to displaced families, and restaurants provided meals to those in need. People of all backgrounds came together in solidarity.  These moments reveal something fundamental about human nature: we are wired to care. We recognize suffering in others, and something within us compels us to act—to relieve, to comfort, to support. In difficult times, the idea that “we are in this together” provides both strength and reassurance. It fosters a sense of connection, reminding us that we are not alone and that we are valued.

The Golden Rule

At its core, agape love in leadership can be captured by a simple principle: the Golden Rule. “Do to others what you would have them do to you.” In practice, this means showing genuine concern for others, embracing diverse perspectives, and creating opportunities for people to grow and thrive. Applying the Golden Rule requires empathy—putting yourself in someone else’s position. Before speaking, pause and reflect: How would I feel if these words were said to me? If the answer is positive, proceed. If not, reconsider.

When leaders treat employees, colleagues, and customers with the respect they themselves expect, they build trust. Respect grows through inclusion, honest communication, transparency, and accountability. It is reinforced when leaders follow through on their commitments. Conversely, respect is quickly lost through dishonesty, blame-shifting, missed responsibilities, gossip, or self-serving behavior. Once lost, it is difficult to regain.

Love-driven versus Fear-driven Leaders  

A common misconception about leadership is that effectiveness requires toughness above all else. Many people subscribe to the old adage, “Nice guys finish last,” believing that leaders who are kind and approachable are weak, soft, or ineffective. Leadership grounded in love is powerful. It builds trust, drives performance, and inspires growth. Leading with love means finding balance between firmness and compassion, as well as accountability and understanding, in a way that brings out the best in others. In the end, love is not separate from leadership- it is at the very heart of it.

There’s no denying that the corporate world is competitive. If you are overly flexible, you may occasionally encounter people who take advantage of your kindness or act dishonestly. But kindness and strength are not mutually exclusive. You can be kind without being a pushover. True kindness is not about always saying yes or avoiding conflict. It is about genuinely caring for the well-being of the people you lead.

Leaders who are driven by love are deeply committed to helping their team members reach their full potential. They empower others to think creatively, ask questions, share ideas, and contribute solutions. Love-based leaders create an environment rooted in compassion, connection, and collaboration while still maintaining clear expectations and accountability.  In contrast, fear-driven leaders often feel threatened by the talents and successes of others. They tend to magnify mistakes while overlooking strengths, creating an atmosphere of insecurity rather than growth.

Love is one of the most essential qualities of effective leadership. When you lead with love, your focus shifts toward mentoring, developing, and supporting your people. It requires understanding what matters to them and aligning your leadership approach to help them succeed. It is a move away from self-centeredness and toward a people-centered mindset.

The spirit of this approach is captured in the words of Saint Francis of Assisi:

“O divine Master, grant that I may not so much seek to be consoled as to console,
to be understood as to understand,
to be loved as to love.
For it is in giving that we receive,
it is in pardoning that we are pardoned.”

Great leaders are givers, not takers. They give their time, attention, and energy to those they lead. They strive to understand before being understood, to support rather than to dominate, and to build others up rather than tear them down.

In The Leadership Challenge, James Kouzes and Barry Posner write, “The best-kept secret of successful leaders is love: staying in love with leading, with the people who do the work, with what their organizations produce, and with those who honor the organization by using its work.” At its core, great leadership is grounded in a genuine love for people—whether they are employees, colleagues, or customers. That love fuels trust, inspires commitment, and ultimately drives lasting success.

What is Love?

 

A dear family friend gifted me with a picture frame engraved with the following scriptural verse:

 

“Love is patient, love is kind. It does not envy, it does not boast, it is not proud. It does not dishonor others, it is not self-seeking, it is not easily angered, it keeps no record of wrongs. Love does not delight in evil but rejoices with the truth. It always protects, always trusts, always hopes, always perseveres…. And now these three remain:  faith, hope, and love. But the greatest of these is love.” (Corinthians 13:4-13).

 

This is the most beautiful definition of love that I have ever seen. After my friend passed away, these words became even more meaningful to me. At the end of the day love is the only thing that matters. Love is eternal. The love of our loved ones lives on in our hearts long after they are gone. Everything else can be stripped away from us, but the one thing that remains is love. Love endures.

 

Lead with love

This scriptural verse outlines twelve defining qualities of love-driven leaders. To make it personal, replace the word “love” with your own name and reflect honestly:

Am I patient and kind?
Do I protect and trust my team members?
Do I lead with hope and perseverance?

Or—

Am I envious or boastful?
Do I dishonor or disrespect others?
Am I self-seeking, easily angered, or quick to keep a record of wrongs?

This simple exercise invites deep self-reflection. It challenges us to examine not just how we lead, but who we are as leaders.

1. Love is patient

 

Patience is a virtue. Practicing patience in the workplace can turn a stressful environment into a more positive one. The pressure of a results driven work climate, with tight deadlines, competing priorities, and clients demanding quick turnaround, can test even the most patient individuals.

 

As more companies downsize, consolidate, or delay replacing departing employees, the remaining individuals are often expected to maintain the same quality and results with fewer resources. In other words, they are expected to “do more with less.”

 

Being patient can be challenging.  At times, it is important to step back and look at the situation with more clarity and objectivity.  If you believe a deadline is unrealistic, communicate that to your client or colleague early on.  And work together to mutually agree on a more realistic timeline.  Then, take action to ensure adherence to the due date.

 

It is important to be empathetic and understand that clients or colleagues may be under pressure from their own stakeholders to complete the task timely.  When you ask questions and understand their challenges, you are more likely to respond with patience and compassion. As you practice patience, you may find yourself becoming calmer, more understanding, and more supportive in your interactions.

 

Love is kind.

 

Saint Basil said, “A tree is known by its fruit; a man by his deeds.  A good deed is never lost; he who sows courtesy reaps friendship, and he who plants kindness gathers love.” In other words, the way to spread love is through acts of kindness.

 

People spend much of their time at work. The day would feel long and dreary if those around us were rude and inconsiderate.  On the other hand, kind people can brighten our day with their positive energy.  I believe that kindness is one of the simplest and most effective ways to increase productivity in the workplace.

 

There’s a saying, “one good act deserves another.” Kindness is contagious. When one person performs an act of kindness, the recipient is more likely to return the favor. Smiling and saying hello, recognizing or complementing a colleague for a job well done, or helping a co-worker with a project are all simple ways to spread kindness at work.

 

Love protects.

 

There are basic rights that belong to every human being. These human rights are based on principles such as respect, dignity, fairness, and equality. They are designed to protect us at work and in our communities. As an employee, you have the right to work free from discrimination and harassment, as well as the right to safe and healthy working conditions.

 

Throughout my career, I have worked with teams to enhance the employee experience and to promote growth and development in the workplace. In today’s rapidly changing job market, employers need to create work environments where people feel valued, protected, and supported.

 

The People Department in many organizations serves as an advocate for employees, providing support with payroll and benefits issues, clarifying policies and procedures, and addressing workplace concerns and complaints. When people feel valued, their sense of belonging and job satisfaction increases. When they are treated fairly, mentored, and given the tools and resources to succeed, their productivity and job satisfaction are likely to improve.

 

Love trusts.

 

Building trust is crucial to the success of any working relationship.  A low-trust workplace negatively impacts employee productivity and morale. People are hesitant to take initiatives or make decisions for fear of judgment or punishment. In contrast, a high-trust environment encourages teamwork, collaboration, and open communication. People feel comfortable sharing their ideas, talents, creativity, and skills in support of the organization’s success.

 

Promoting a culture of trust rather than fear starts with authentic and honest communication that goes both ways. Many employers engage in one-way communication, which can leave employees feeling unheard and unseen.  When employees feel excluded or out of the loop, they become less satisfied and less committed to the organization.

 

Whereas, when employees are kept informed, engaged, given the opportunity to express their ideas and share in decision making, they develop a greater sense of belonging, satisfaction, and trust. As a leader, being trustworthy means being credible, consistent, and committed to both the organization and its people. Trust is built by doing what you say you will do.  When you consistently keep your word and act with integrity, you earn the trust of others. When people believe in you, they are more likely to trust your decisions and follow your lead.

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Love hopes.

There have been many times in my career when the future of my job felt uncertain. Mergers, transformations, restructuring, consolidations, and layoffs left me questioning whether my role was secure. Any type of organizational change can be unsettling and even frightening. People often fear change because of the uncertainty it brings. When change is announced, one of the first questions people ask is, “How does this affect me?”

How that message is communicated is critical to effective change management. Leaders who communicate honestly and consistently with compassion build trust and earn respect. Compassionate leadership humanizes the workplace. When leaders listen carefully and seek to understand employee concerns, they are better equipped to respond with authenticity and empathy.

In times of adversity, leaders who foster unity and connection provide a sense of hope and reassurance. They create an environment where people feel supported, even when circumstances are unclear. Hopeful leaders look beyond immediate challenges and inspire their teams to believe in better days ahead. Hope sustains people through difficult times. Without it, discouragement and defeat can take hold. With it, a positive outcome seems possible even in the face of uncertainty. Hope is more than optimism; it is a deep belief that a path forward exists. When people believe there is a way forward, they are far more willing to work toward finding it. In this way, hope fuels creativity, resilience, and problem-solving.

Leading with hope means putting people first and inspiring them to reach their full potential. People-first leaders strive to make a meaningful difference in the lives of both employees and customers. With a hopeful mindset, they have the courage to challenge limitations and turn obstacles into opportunities. Hopeful leaders believe in themselves, in their teams, and in their mission. Even in uncertain times, they remain grounded in the possibilities of what lies ahead—and help others see it too.

Love perseveres.

 

When life knocks you down, love can help lift you back up. When Wilma Rudolph was diagnosed with polio at the age of four, doctors said she would never walk again. Her family was poor and could not afford top medical care, but they were rich in love.

 

Wilma’s mother was determined to do everything in her power to help her daughter walk again. Wilma and her mother took a long bus ride every week to a hospital for therapy.  When the therapy did not help, Wilma’s mother and her siblings massaged her legs four times a day. By the age of eight, Wilma was able to walk with a brace.  Later, she used a special shoe to support her foot. By age eleven, she no longer needed the special shoe to walk.

 

She joined her high school track team and eventually qualified for the 1956 Olympics in Australia, where she won a bronze medal. She went on to win three gold medals in track and field in the 1960 Olympics in Rome. Despite being stricken with double pneumonia, scarlet fever, and polio and being told by doctors that she would never walk again, Wilma overcame her disabilities and achieved record-breaking success.  Wilma said, “Winning is great, sure, but if you are really going to do something in life, the secret is learning how to lose. Nobody goes undefeated all the time. If you can pick up after crushing defeat, and go on to win again, you are going to be a champion someday.”

 

Love gives us the courage to persevere in the face of adversity.

 

 

Love does not envy.

Envy is a toxic emotion that can undermine productivity, damage relationships, and erode collaboration in the workplace. It is often rooted in insecurity, fear, and low self-esteem. Rather than celebrating the success of others, envious individuals resent it. They may feel threatened by another person’s talent, skills, knowledge, relationships, or achievements. Instead of focusing on their own growth, they become consumed by comparison. This dynamic is not just personal; it has leadership implications. Envy-driven behavior creates division, discourages teamwork, and stifles innovation. When individuals feel threatened, they are less likely to support others and more likely to compete in unhealthy ways.

A powerful illustration of this contrast can be seen in Snow White and the Seven Dwarfs. Snow White represents a pure and generous spirit, leading with kindness, humility, and care. Her warmth naturally draws others to her, building trust and connection even in difficult circumstances. In contrast, the Evil Queen embodies envy. She is consumed by comparison and driven by a need to be superior. Her identity is narrowly tied to her appearance and status, and she constantly seeks validation from her magic mirror. The moment she is no longer “the fairest of them all,” her insecurity turns into anger and destructive behavior.

Leaders who operate from a place of insecurity often feel threatened by the strengths of others. They may withhold recognition, undermine colleagues, or create a culture of competition rather than collaboration. In contrast, love-driven leaders celebrate the success of their team members. They build cultures where people feel supported rather than judged, and where success is shared rather than guarded.

Snow White’s strength lies not in competition, but in character. She leads from the heart, demonstrating kindness, humility, and selflessness. These qualities foster trust and inspire others to do the same. The Evil Queen, on the other hand, is ultimately undone by her envy—consumed by fear and driven by a need for validation.

The most effective leaders choose to lead with confidence and care rather than insecurity and comparison. They replace envy with encouragement, comparison with growth, and fear with trust, creating environments where individuals and teams can truly thrive.

 

Love does not boast.

 

Love is humble and does not boast. You will be remembered more for your love and kindness than for any award, degree, or position you hold.

 

Two months before his assassination, Dr. Martin Luther King, Jr. shared with the congregation at Ebenezer Baptist Church how he hoped to be remembered after his death. He said the following:

 

“If any of you are around when I have to meet my day, I don’t want a long funeral. And if you get somebody to deliver the eulogy, tell them not to talk too long. Tell them not to mention that I have a Nobel Peace Prize-that isn’t important. Tell them not to mention that I have three or four hundred awards- that’s not important. Tell them not to mention where I went to school. I’d like somebody to mention that day that Martin Luther King, Jr., tried to give his life serving others. I’d like for somebody to say that day that Martin Luther King, Jr., tried to love somebody. I want you to be able to say that day that I did try to feed the hungry. And I want you to be able to say that day I did try in my life to clothe those who were naked. I want you to say on that day that I did try in my life to visit those who were in prison. I want you to say that I tried to love and serve humanity.”

 

Dr. King understood that true greatness comes from loving and serving others with humility.

 

Love does not dishonor or disrespect others.

Mutual respect is essential to the success of any organization. It creates a positive environment where people feel appreciated, valued, and comfortable sharing their ideas. At its core, respect means treating others with kindness, patience, and courtesy. We live in a diverse world filled with people who bring different personalities, perspectives, and beliefs. Not everyone who thinks differently is wrong. What works for one person may not work for another. You don’t have to agree with everyone—but you do have to treat them with respect.

As Thomas Merton observed, “The beginning of love is to let those we love be perfectly themselves, and not to twist them to fit our own image.” Respect, then, is about accepting people as they are and appreciating diverse viewpoints without judgment. People-first leaders model this behavior. They lead by example, consistently demonstrating respect in how they speak, listen, and act. Every employee deserves to work in an environment where they feel valued. When people feel respected, they are more engaged, more confident, and more likely to grow and thrive.

Conversely, when respect is absent, the workplace quickly becomes toxic. Disrespect undermines trust, damages morale, and erodes collaboration.

Disrespectful behavior can take many forms, including:

• Spreading gossip, rumors, or false information
• Verbal abuse, including shouting or swearing
• Speaking in a hostile, rude, or condescending tone
• Using inappropriate or offensive language
• Belittling or humiliating others, especially in public
• Excluding, ignoring, or dismissing individuals
• Taking credit for someone else’s work or ideas

Creating a culture of respect requires intention and consistency. It is not just about avoiding negative behaviors, but actively choosing to treat others with dignity. When respect becomes the standard, trust grows—and with it, the strength and success of the entire organization.

Love is not self-seeking.

 

Love is not self-seeking or selfish.  Leading selflessly means shifting attention and recognition away from yourself and toward the team or the people you are serving.  It is about putting the needs of others ahead of your own agenda.

 

St. Thomas Aquinas said, “To love is to will the good of the other.”  To will the good of others is to sincerely want the best for them and to act in ways that support their growth and success.  It involves offering your time, talents, and energy to help others thrive.

 

Selfless leaders believe in their people and give them the tools and resources to do their jobs well. They care about those they lead and are willing to support them without hidden agendas or the expectation of reward or recognition.

 

Mother Teresa is one of the most beautiful examples of selfless love. At a young age, she felt a calling from God to serve the poor, the lonely and the unloved. She became a beacon of hope for many people, including the elderly, the sick, the dying, and those in need.

 

Her deep empathy, selfless love, and unwavering faith inspired others and gave them hope and strength. She focused on small acts of service that, over time, grew and left a profound impact. She encouraged people to love and help the needy and lonely in their families and communities. She said, “Love begins at home, and it is not how much we do, but how much love we put in the action that we do.”

 

Mother Teresa helped sick and dying people on the streets of Calcutta by bringing them to a hospice she had established. She treated them with dignity and compassion, recognizing that the need to feel loved is as important as the need for food and shelter. Amid human suffering, she created something beautiful by bringing hope to the most vulnerable people and shining light in some of the darkest places.

 

Love does not easily anger.

Anger is a thief of joy.  As Ralph Waldo Emerson once said, “For every minute you are angry, you lose sixty seconds of happiness.” When someone says or does something that hurts, offends, or upsets us, it is natural to feel anger. In the workplace, for example, a colleague who takes credit for your work, criticizes you publicly, or unfairly blames you for a mistake can easily trigger that response.

Anger often leads to rumination, the tendency to replay negative events repeatedly in our minds. This mental loop keeps us stuck, intensifying feelings of frustration, injustice, and irritation. What begins as a moment of offense can grow into something much larger, building until it spills out in the form of harsh or reactive words. When something doesn’t sit well with us, we feel it deeply. Our emotions can become heated, and our reactions impulsive.

But reliving the experience only prolongs the pain. The real challenge is to let it go.  Holding onto anger does far more harm to us than to the person who caused it.  Letting go doesn’t mean excusing the behavior; it means choosing peace over proving a point.

 

Dwight D. Eisenhower learned the importance of managing anger at a young age. At ten years old, he was not allowed to go trick-or-treating with his two older brothers because his parents believed he was too young.  He was devastated and angry, especially since he had been looking forward to the night. After pleading unsuccessfully with his parents, he ran into the yard and pounded the bark of a tree until his fists bled.  His father pulled him away from the tree and sent him to bed.

 

Shortly afterward, his mother came to his room and expressed concern about his anger, telling him he needed to learn to control his temper. She paraphrased the Bible, saying, “He that conquereth his own soul is greater than he who taketh a city.” Then, she gave him advice that changed his life forever: “Hating was a futile sort of thing because hating anyone or anything meant that there was little to be gained. The person who had incurred his displeasure probably didn’t care, possibly didn’t even know, and the only person injured was himself.”

 

As she bandaged his hands, she told him that his anger had changed nothing and only harmed himself. Dwight later said, “I have always looked back on that conversation as one of the most valuable moments of my life.”

 

Love keeps no record of wrongs.

 

A culture of finger-pointing and blame creates a toxic work environment where employees feel dissatisfied and disengaged.  One effective way to counter this is through teambuilding. Sharing responsibility encourages forward thinking and fosters a sense of camaraderie.  Blame solves nothing and often creates resentment and hinders progress.  Moving forward requires letting go of blame and choosing to offer a helping hand instead.

 

In a finger-pointing culture, people become hesitant to share ideas or take initiative for fear of criticism.  In contrast, people flourish in an environment that fosters compassion over criticism, innovation over intimidation, and collaboration over blame.  Effective leaders minimize finger-pointing by promoting open communication, creative thinking, and a team-oriented environment where everyone feels safe to contribute.

 

A major problem with the blame game is the lack of accountability. Instead of looking inward and taking ownership of an issue, some people shift blame to external factors and adopt a victim’s mindset.  For example, an underperforming employee may be surprised by an unsatisfactory evaluation and request a meeting with her manager. The employee contests the poor rating and demands to meet with her boss. During the discussion, she blames co-workers, her supervisor, limited resources, and insufficient training.  In doing so, she fails to acknowledge her own role in the matter.  Instead of acknowledging her decline in performance and taking steps to improve or seek help, she waits for others to fix the problem. Instead of moving forward and being part of the solution, she chooses to look back and place blame.

 

Spread Love

 

Love starts with you.  Saint John of the Cross said, “Where there is no love put love, and you will find love.”  In the words of Mother Teresa, “Spread love everywhere you go.”  Saint John and Mother Teresa inspire us to be the living expression of God’s love. Love is kindness.  Love is a smile. Love is a warm greeting. Love is a helping hand.  When we do all things with love, we will find love everywhere. Love is typically not the first word that comes to mind when we think about our work. However, when we find meaning and purpose in our work, we become more passionate about it and love follows.

 

Steve Job said, “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking.”  When we pour love into our work, our work becomes more meaningful, our relationships become more collaborative, and our attitude becomes more positive. Spreading love at work creates an environment where people feel valued and appreciated.  When people feel valued, they go the extra mile, they thrive, they are happier. And happy employees are more engaged and productive.

 

 

Reflection Question:

 

What specific action can I take this week to better demonstrate love, care, and support for the people I lead while still maintaining high standards and accountability?