Today’s definition of leadership is the state or position of offering an opportunity for action. When you talk to certain CEOs, it’s evident that COVID-19’s lockdowns tore down walls among them and their employees. When we look at the origin of the word “leading,” we notice a slightly different interpretation than the one we’ve come to accept over time, one that is more akin to being a guide and an educator in a flow. This definition places a great emphasis on the relationship between oneself and others. It’s less about accomplishing something and more about becoming a certain way of moving forward on a journey.

Human leaders, by their very nature, bring their entire selves to work. It didn’t take a pandemic for them to develop a bond with their employees. They’d already considered how to apply the human attributes of equality, compassion, and joy to the job while preserving respect and understanding who’s in charge. These kinds of leaders can teach the Alphas or Fixers who believe they have all the answers in a moment of significant uncertainty.

Being a human leader does not entail being perfect or trying to be someone we are not; rather, it is making an effort to be our best selves and putting our efforts each day to inspire others. Leaders who struggle to embrace a human and empathetic leadership style may wonder how to become more human. It takes valuing loyalty, enjoying listening, and realizing that little is more.

In a modern organization, loyalty is the unseen thread that bonds coworkers together. It’s especially useful when team members are separated by a large distance. Kindness, flexibility, and good teamwork create human and empathetic leaders. When loyalty starts at the top, it becomes ingrained in the company’s culture. Listening, along with loyalty, should be a top emphasis on a daily basis. Leaders can only learn what’s on their employees’ minds by listening, whether it’s a one-time exercise or a continuous effort.

When it comes to business strategy, meetings, and decision-making, the “less is more” concept works wonders. Although this concept may not seem applicable to aspects that require utmost scrutiny, it’s still broadly considered not only as a time-saver but also a productivity booster. It all comes down to what value a leader and his team create and where they add value.

Human leaders intend on making the most of their time to keep their organizations on track. They serve as executive sponsors, procuring ideas from within their company and ensuring that good ventures get off the ground. To do so, they must cut through the layers of complexity that accumulate in organizational hierarchies.