Generosity as a Leadership Competency

When we think about leadership competencies, we often focus on emotional intelligence, strategy, influence, and presence. These are all critical attributes. There is one that we don’t always talk about though – generosity.

Generosity is a value that is adjacent to emotional intelligence because in order to have it, you also need to have social awareness, empathy, and compassion. Extending generosity also requires introspection about how your professional path developed over time as well as gratitude for the people who may have helped you along the way.

What does generosity look like?

I’ve been lucky to engage with generous leaders who have extended themselves, offering guidance and opportunities as I moved through the professional ranks. These leaders knew in their bones, that their success, while very much built on talent and hard work, was also achievable with the help and support they received from others.

Early in my career I worked for a dynamic CEO who noticed my raw talent. The day we met was the luckiest day of my professional life. He made it his mission to help me grow professionally. How and why did he do this? He was generous – not just with his time which he gave freely, but also with his social capital. He introduced me to his peers without hesitation, gave me credit and recognition bragging to others when I achieved goals, and supported my career growth by setting high expectations and investing in my future. He extended trust and provided all the tools I needed to be successful. He did all this because he thought of my success as his success. He strongly believed that hiring smart people made him look smart and that giving away or sharing power actually made him more powerful. This is not conjecture; he actually told me this directly. Generosity was a deeply held value.

Over time, I have experienced a mix of leaders. Some promised career growth and delivered. Others held so tightly to their “fiefdoms” that it was as if sharing any social capital would somehow diminish them, even when doing so hurt their organization. One leader actually blocked my professional development pursuits. Another barely spoke to me or offered the slightest bit of support. Years ago, I had a “get to know you” lunch with a new leader and he spent the entire time prattling on about his past accomplishments without asking me a single question about what I hoped to achieve in my job and how he could help.

Making the choice to be generous

I believe in abundance over scarcity. When we invest in others, good things amplify. I have made it my commitment to mentor and coach others so that they can experience deeper connection, gain social capital, and grow professionally and personally. Call it generosity; call it kindness. Whatever makes sense to you. None of us succeeds without the help of others - a parent, teacher, mentor, coach, or peer. I make it a point to tell my teams and coaching clients that their success is my only agenda; I learned this lesson early and it has become a cornerstone of my leadership practice. There is nothing to lose in helping others succeed, only abundance.

Reflections

Is generosity one of your values?

If so, what have you done recently to express generosity?