Nurturing: Three Ways to Help Your People Thrive

What characteristics come to mind when you think of leadership? For me, it often conjures terms that reflect the weight of the role—responsibility, authority, decisiveness, courage. I spent years at the headquarters of a large federal government agency, so I tend to picture the person at the head of a conference table, handling serious business on behalf of the citizens of the United States.

Your path has likely been different than mine. Maybe you come from the military. Or the corporate world—Neutron Jack Welch, anyone? Or manufacturing. Or construction. Or politics. In every one of those arenas, leaders are busy people doing important work.

They’re rushing from meeting to meeting, reading memos, making decisions, returning calls, answering emails. Time is not on their side. There’s simply too much to get done to slow down. And when leaders operate at that pace long enough, something subtle happens: they stop seeing people and start seeing problems, processes, and deadlines.

If they’re not careful, they can become… wait for it… almost robotic in how they work.

(You had to see that coming, right? This whole series is about HUMAN leadership and resisting the temptation to become too machine-like in how we lead. How could I resist a little anti-robot wisecrack?)

But seriously, the best leaders I’ve worked with knew when to set their busyness aside and let their humanity show through. And one of the clearest ways they did that was through nurturing.

The Importance of Nurturing

Simon Sinek captured this idea perfectly when he wrote, “Leadership is not about being in charge. Leadership is about taking care of those in your charge.”

Most leaders would say they agree with that sentiment. The harder question is whether their calendars reflect it.

Let’s be honest: sometimes leadership really is about being in charge. Decisions have to be made. Work has to get done. And you know what almost never lands in the “important and urgent” quadrant of the old matrix? Nurturing. So it gets pushed to the back burner—not because we don’t value it, but because it feels less immediate.

Over time, that neglect adds up.

People disengage. High performers leave. Everyone else coasts. “Quiet quitting” becomes the norm. According to Gallup, employee disengagement costs the global economy upward of $7 trillion in lost productivity every year.

Seven.
Trillion.
Dollars.

Disengaged people don’t just work slower—they care less, contribute less, and stop investing discretionary effort.

So how can leaders nurture their people to keep them engaged and thriving? Here are three practical ways.

Create a Hospitable Work Environment

Environment matters. We don’t stay long in places where we feel uncomfortable or unwelcome. If a chair hurts your back, you’ll eventually find a different one. If you go to a party and can’t find anyone to talk to, you’ll soon be heading for the door. The same principle applies at work.

A hospitable work environment has two dimensions: physical and relational. Both matter.

The best leaders pay attention to the physical spaces their people operate in. They care about safety, sure. But also about cleanliness, comfort, lighting, and aesthetics. They allow personal touches—tastefully, of course—while minimizing unnecessary distractions that undermine focus and productivity.

Even more important is the relational environment. Hospitable leaders are pleasant and kind. They make sure subordinate leaders are, too. They create space for fun and connection. Maybe that means celebrating birthdays or work anniversaries. I’ve even heard of organizations that celebrate half-birthdays, just because.

The point is this: work doesn’t have to feel like drudgery all the time. When people feel welcome and valued, they’re far more likely to thrive.

Provide Opportunities for Personal Growth and Development

We all want to grow.

I know what you’re thinking: Yeah, but you don’t know old so-and-so. The last time he learned something new was 1972.

I get it. Some people don’t appear eager to grow. But trust me—they still want it.

Growth is a natural part of being human. We’re born curious, wired to explore, learn, and experience new things. That desire can fade over time, especially as work becomes associated with stress, repetition, and “the way things are.” For many people, work eventually becomes something to endure rather than something that develops them.

But it doesn’t have to be that way.

The best leaders find ways to make work both challenging and rewarding. They assume the best about their people—that they want to do more and be more. They create opportunities accordingly. As they grow themselves (and leaders should be growing themselves), they share what they’re learning. They open doors. They create new experiences. They share information freely instead of hoarding it.

They choose an abundance mindset and invest in their people’s growth, knowing it benefits both the individual and the organization.

Help Your People Reach Their Career Goals

That same abundance mindset applies to career advancement.

I’ve known leaders who were reluctant to help their best people get promoted because they didn’t want to lose them. No leader wants to lose good people—but withholding support to keep a high performer stuck isn’t leadership. It’s insecurity masquerading as pragmatism. And it’s just plain wrong.

I’d be hard pressed to think of a faster way to demotivate and alienate a strong contributor.

The best leaders help their people reach their career goals—whatever those goals may be. That starts with getting to know them. They ask questions. They listen. They learn what their people actually want.

And here’s a surprise for some leaders: not everyone wants to become a manager. Some prefer to advance on a technical or specialist track. Healthy organizations make room for both.

I can say with confidence that you’ll never regret doing what you can to help your people advance. It’s one of the most rewarding aspects of leadership I’ve experienced. And don’t worry too much about how you’ll replace them when they move on. What goes around comes around. Good people want to work for leaders they trust to have their back. When one leaves, another will find you.

Final Thoughts

Nurturing may sound like a “soft” leadership skill. It may feel optional—something busy, high-level leaders don’t really have time for. Don’t fall for that lie.

Nurturing isn’t soft. It isn’t coddling. It doesn’t make you weak or turn your people into dependents. It’s a powerful way to show that you value people as human beings—not just as resources or units of production.

Make nurturing a regular part of your leadership—and don’t be surprised when your people give you their best in return.