Jade Nikolaou is the Strategic DEIB Advisor to the CEO at SecondMuse.
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Motivating employees is a perennial challenge for managers and business leaders. Traditional approaches often emphasize setting targets, offering incentives or tracking performance metrics. But a more powerful—and often overlooked—dimension that can genuinely transform the workplace is creating a culture of care.
At the heart of a culture of care is placing people first. It's recognizing that your employees aren't just cogs in the machine but unique individuals with diverse needs and perspectives. Culture is the living, breathing essence that shapes how individuals work and interact within the organization, and your senior leaders play a pivotal role in defining this culture.
One of the most effective ways leaders can manifest care is through one-on-one conversations with their direct reports that go beyond typical work-related exchanges. By understanding the human side of their team members, respecting boundaries and nurturing trust, leaders can contribute significantly to the creation of a culture that benefits both employees and the organization as a whole.
Understanding The Human, Not Just The Workerartner reports that while 82% of employees say it’s important for their organization to see them as people, only 45% believe their organization actually sees them this way. When leaders engage in one-on-one conversations, their primary focus should be acknowledging that each team member is a unique individual with their own needs, aspirations and concerns.
My personal management philosophy centers on human connection and relational wealth—putting the human first. In recent years, when onboarding a new employee or direct report to my team, I send them two questionnaires: a "Get to Know Me" where they can tell me about themselves and an "Ask Me Anything" where they can ask any questions about me. After receiving these back, I host a "Celebrity Interview" so we can learn about each other on a more personal level by using the questionnaires as a guide. I get really creative with it—even dressing up if it feels appropriate—and do my best to create an environment where trust can emerge through connection.
Direct reports have shared that this is one of the most fun meetings where they feel the most seen and heard. And if imitation is the highest form of flattery, I truly feel both humbled and flattered when previous direct reports share that they often borrow this approach when they manage or lead their own new staff and teams.
Respecting Boundaries
While one-on-one conversations aim to connect on a personal level, it's essential to respect the boundaries of the individuals involved. The goal is not to intrude but to create a safe and supportive space for open dialogue. As author Mark Manson wisely states, “A person with strong boundaries understands that it's unreasonable to expect two people to accommodate each other 100% and fulfill every need the other has. [A] healthy relationship is not controlling one another's emotions, but rather each partner supporting each other in their growth.”
Ahead of these one-on-ones, leaders should always ask if it's a suitable time for a personal check-in, and employees must be allowed to share as much or as little as they're comfortable with. Something I've found really helpful is to see where my direct report is—emotionally, physically, mentally, etc.—before diving into any conversation that may be heavy or include a lot of information. A simple "Are you prepared to talk about..." goes a long way because it shows respect for consent and for what's top of mind and alive for the employee. As leaders, we often gravitate toward handling it all without slowing down to check in with ourselves. So this also gives us an opportunity to assess whether we're ready to dive into a topic.
Building Trust Naturally
Trust is the bedrock of any strong relationship, and in the workplace, trust between leaders and their teams is crucial. The key is intentionality. These one-on-ones aren't mere casual exchanges; they're a continuous effort to build mutual respect and support. Done correctly, they're a series of thoughtfully orchestrated conversations aimed at deepening the connection between leaders and their team members.
Some of the greatest professional relationships I've had started out rocky. Leaders often need coaching up, and it's hard to establish the right boundaries while also navigating complex corporate bureaucracy. When managers took the time to let me lead, learn and grow, they created the conditions for me to thrive and, most importantly, trust.
A Platform For Growth
One-on-one conversations between leaders and their team members aren't just about showing care. They're also about providing a platform for professional and personal growth. Leaders can use these conversations to identify opportunities for skill development, offer guidance and help team members align their aspirations with the organization's goals.
Creating a culture of care is far from passive. It demands thoughtful planning, analysis and ongoing implementation, as well as acknowledgment of the collective responsibility of all members toward nurturing the desired culture. In the tapestry of organizational success, this thread of a care culture weaves a profound and lasting impact. It's a culture where intentionality reigns supreme and where everyone contributes to creating an environment where all can truly thrive.
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