Altruism, by definition, is the guiding of others with the goal of improving their well-being or emotional state. When a company is headed by a humble leader, employees and organizations enjoy positive outcomes such as happiness, social value, and as a result, succeed economically.
Leaders who believe they have a responsibility to create a positive workplace environment know that engagement increases when employees feel accepted and valued for their contributions. These leaders also understand the role respect plays in a thriving environment, so they pay attention to, and address issues when they arise and work to devise a solution quickly.
An altruistic leader takes the role of a mentor, providing guidance, motivation, emotional support, and role modeling to their team. This kind of leadership is especially critical in an environment where technology is rapidly evolving and oftentimes eliminating the need for human connection.
Banking executive and leader Bill Fortwangler comments, “I feel a need for a next generation of leaders who can take us further in today’s massive, ongoing tech transformation. And when I’m mentoring someone a generation or more behind me, I’m definitely going to learn from them about their perspective and what’s motivating them.”
In Toronto, Sheldon Barris, owner and President of Jorlee Holdings Ltd., has taken an altruistic approach to management and has always been supportive when needs arise, saying that his success has afforded him the opportunity to be philanthropic on a larger scale. His faith has led him to become heavily involved with Jewish and Israeli related causes, but he also donates his efforts to the Canadian Cancer Society and the Alzheimer’s Association.
“Overall, I don’t believe it’s how much money a person makes that defines their character; I believe it’s what they do with their money that defines their character. I believe contributing to society, getting involved with charitable causes and helping people in general is the best route people with resources should follow,” Sheldon Barris explains.
Whether it’s donating time to social causes or cultivating a positive work culture, when leaders model optimistic behaviors, they will likely yield different results than leaders who just expect their employees to understand how they should behave.
Managing Director and Global Head of Diversity at Blackrock, Jonathan McBride says his goal for the company’s 14,000 employees is to have a sense of belonging. To support this gesture, McBride actively discourages his team from surrounding themselves with people “just like them” citing “it creates risk, hampers resiliency and lowers performance.”
As a business leader, it is important to ask yourself what your employees see when they look at you. Do they believe that you have a vested interest in them? And – Do you help them find their own strength or are they overshadowed by yours? Becoming a truly effective leader lies within the correct answers to these questions.
Author Jeb Blount explains, “Ultimately, people follow leaders they like, trust, and believe in, leading to higher productivity and long-term development. Managers don’t get paid for what they do but rather for the performance of their people. By putting people first, you’ll position yourself and your company for success.”
Words to consider.
