How Well Do You Know the People You Lead?

Most leaders would probably say they care about their people. 
How much do they actually know about them?
Could you name who is most important to each person on your team? Do you know what they enjoy outside of work? What they are working toward? How they like to be recognized? What gives them energy? What quietly drains it?

Knowing enough to lead someone like a person matters.

Every person arrives at work with relationships, responsibilities, interests, and goals that are important to them. Learning a little about that part of someone’s life gives you more opportunities to connect. You might learn that they coach their child’s team, care for an aging parent, love live music, are training for a race, or have a family milestone coming up.

Remembering those details communicates that you see the person doing the work.
This understanding develops through small conversations over time: a few minutes before a meeting begins, a question during a one-on-one, or a genuine follow-up about something mentioned the week before.

You might begin with questions like:
Who or what is important to you outside of work?
What do you enjoy doing outside of work?
What are you looking forward to right now?
What are you especially proud of?
What kind of recognition feels meaningful to you?
How do you prefer to receive feedback?
What part of your work gives you the most energy?
What are you hoping to learn or become better at?
What helps you feel supported during a difficult week?
What is one thing you wish leaders understood about you?

These questions work best when they become part of natural conversations. Choose one, ask it with genuine curiosity, and listen carefully. Let what you learn influence how you lead.

When someone tells you that public recognition makes them uncomfortable, recognize them privately.
​
When they mention that their daughter has a big event coming up, ask how it went. When they express an interest in leading, look for an appropriate opportunity to give them one.
People notice when a leader remembers.

Follow-through gives these conversations meaning. What you learn can shape how you support, recognize, challenge, and communicate with each person.

Respecting boundaries matters too. Give each person the freedom to decide what they feel comfortable sharing. Genuine curiosity and trust allow these conversations to develop at their own pace.

Knowing your people also improves your leadership judgment. Encouragement, feedback, and recognition become more meaningful when they reflect the individual.

One person may appreciate being recognized in front of the entire team. Another may value a thoughtful note. Someone else may feel most appreciated when you trust them with an important responsibility.
The better you know someone, the more personal and meaningful those moments can become.

Choose one person on your team this week and ask yourself:
What do I know about this person outside of the work they do?
If the answer is “not much,” begin with one good question and enough curiosity to listen to the answer.