the foHRsight podcast: The Generous Leader: How Giving Of Yourself Drives Team Success
In today's uncertain business landscape, where work-life boundaries continue to blur and employee expectations evolve, the concept of generous leadership offers a refreshing and effective approach to driving results. In episode 124 of the foHRsight podcast, host Mark Edgar sat down with Joe Davis, former Managing Director and Senior Partner at Boston Consulting Group (BCG), to discuss his book "The Generous Leader: Seven Ways To Give Of Yourself For Everyone's Game."
After spending 37 years at BCG, Joe brings deep insights into what truly makes exceptional leaders stand out. His perspective challenges traditional notions of leadership and offers practical approaches that HR leaders can implement to transform their organizations.
What is Generous Leadership?
Joe defines generous leadership with striking clarity: "Someone who gives of themselves freely without expectation of direct personal benefit. Others develop, grow, and thrive at their full potential."
This definition cuts to the heart of effective leadership, but Joe is quick to clarify an important distinction: "I'm not saying it's about just being nice and not getting results. You have to get results or you will be out of the job."
The power of generous leadership lies in its dual impact - creating an environment where team members can flourish while simultaneously driving organizational success. When people operate at their full potential, the team naturally performs better.
Why Generous Leadership Matters Now More Than Ever
The pandemic fundamentally changed how we work and what employees expect from their leaders. As Joe explains, "People need to or want to or have to bring their human self to work and they want to see humanity in their leader."
This shift didn't happen overnight. Joe traces it back to the introduction of technologies like the Blackberry, which began blurring work-life boundaries. "It used to be cool, but then pretty soon someone texts you at eight at night and it was getting less cool," Joe notes. "And then of course, COVID put the end of work-life blur, just completely blurred it together."
In this environment of heightened uncertainty and anxiety, employees crave authentic connection with leaders who demonstrate genuine care and understanding.
Practical Aspects of Generous Leadership
What makes Joe's approach particularly valuable is its practicality. Generous leadership isn't about grand gestures or time-consuming initiatives. It's about integrating small, meaningful practices into everyday interactions.
"One thing I say is, well, I think is critical, and this study after study says is, you know, the, and every leader I interviewed said, you know, what do you really do? I ask questions and I listen. I ask questions and I listen. That doesn't take that much time," explains Joe.
These small acts can have surprising impact. Joe shares a story about how one leader made a lasting impression simply by remembering personal details: "If she mentions to her manager on the Friday, hey, I have a big weekend... my son has a big soccer tournament, and on Monday or Tuesday, that manager says, how was the soccer tournament?... She said, I'll follow that person forever. 'Cause wow, they heard what I said. They saw me as a human outside of work."
Results-Driven Generosity
For HR leaders concerned about implementation, Joe addresses the common concern about whether generous leadership can work in environments that don't seem to value it.
"Your job is to get results as a leader," Joe states plainly. "If you get results, most people don't give a damn how you got there. If you don't get them, they don't give a damn what you did to fail."
This pragmatic perspective cuts through organizational excuses. "I think it's really kind of a red herring. What if the company doesn't... That's what you do. I mean, even if you're a parent. You want your kids to be happy... Every parent might find it differently, but that's what you want."
The business case is clear: "If you care and your team delivers, you're not gonna lose. You're just not gonna lose."
Vulnerability as Strength
Perhaps most compelling is Joe's perspective on vulnerability as a leadership strength. Drawing from personal experience, he shares: "I cried in my wedding vows. I cried when my mom died at age I was 30. And, you know, I was embarrassed as hell, but the feedback right afterwards came, oh wow. The emotion in the room was so great."
This experience taught him a valuable lesson: "Showing a little myself didn't ruin everything. Actually, they appreciated it."
For leaders hesitant to show vulnerability, Joe offers practical advice: "Just remember a time in the past where you were extremely vulnerable and first off, you're still here. So you made it through... And secondly, what was the reaction? It probably wasn't the end of the world."
Advice for HR Leaders
When asked specifically about advice for HR leaders, Joe emphasizes focusing on how leaders drive success through their teams: "As much as you can get people to think about how they're driving success with and through their team. As opposed to themselves."
This shift in perspective transforms even challenging aspects of leadership like giving feedback: "If you switch it to 'No, no, this is about helping them get better'... your brain changes. 'Oh, well I really want you to be better. Well, let me tell you straight what I think you need to work on.'"
Joe concludes with an important reminder that generous leadership isn't about creating "a big love fest." Instead, it's about practical business approaches: "Ask questions and learn what they know that you don't know. That's a very basic business trait. That is, it shows respect, a generous point, and you get better outcomes."
Looking FoHRward: Embracing Generous Leadership
In a business world that often feels increasingly polarized and uncertain, generous leadership offers a path forward that benefits both organizations and individuals. As Joe puts it, "In the business world, this is more important 'cause your people are mostly young, they wanna do well, but they'll quit if they feel like this is a bad place."
The message for HR leaders is clear - developing generous leaders isn't just the right thing to do, it's a strategic business advantage. By fostering leaders who genuinely care about developing their teams, organizations create environments where people can thrive at their full potential - ultimately driving better business results.
