I recently engaged with 300 leaders at a leading transit authority, probing how many had experienced leadership that truly cared about its people. While many remembered caring leaders, fewer felt pushed to exceptional performance. An even smaller group had leaders who combined high expectations with deep care — the rare “Expect a Lot, Care a Lot” leaders who inspire the best results and highest engagement. Data from FranklinCovey confirms only 7% of leaders meet this balance, yet their teams outperform others significantly, showing higher engagement and exceptional performance ratings.
The key challenge is consistency. Leaders must balance drive and genuine care in a predictable, steady way, avoiding erratic behaviors that erode trust and slow decision-making. True care goes beyond kindness; it means actively engaging with people while holding them accountable, fostering honest feedback, and supporting mission alignment.
Doug McMillon’s approach at Walmart exemplifies this leadership style—investing in people while raising expectations and supporting teams through changes. For leaders at any level, the first step is honest reflection on whether they are undersupplying care or expectation. Asking trusted team members for candid feedback can uncover areas for growth. The most memorable leaders successfully avoid being distant or indulgent, choosing instead to sustain both demand and care with discipline and intention.
Ultimately, leaders who master this balance create teams that feel valued, energized, and capable of extraordinary achievement.
