Frances Frei, a renowned professor at Harvard Business School, emphasizes the pivotal role of trust, empathy, and sometimes even tough love in cultivating strong leadership in todays complex world. In her discussions and writings, including the book Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You, co-authored with Anne Morriss, Frei argues that successful leaders shift their focus from their own performance to empowering their team members.

This philosophy was central to an episode of the Harvard Business Review (HBR) podcast, HBR On Leadership, where Frei engaged in a deep conversation with host Alison Beard. Frei pointed out that the most accurate gauge of a leaders effectiveness is not their personal charisma or communication skills, but rather their ability to bring out the best in those around them.

Frei stated that the foundation of fostering growth and engagement within a team is built upon trust. In this insightful episode, she elaborated on how leaders can establish and nurture this essential component of successful team dynamics by dissecting it into three actionable parts: authenticity, logic, and empathy.

When asked how to build trust with employees, Frei highlighted a breakthrough realization: trust is not a singular entity but consists of three interdependent components. She explained that by identifying the specific area where trust is lacking, leaders can adopt tailored strategies to enhance it.

Frei categorized these components as authenticity, logic, and empathy, likening them to Aristotles rhetorical appeals of ethos, pathos, and logos. She emphasized the importance of being genuine in communication. Leaders must convey their true selves, supported by sound logic and a genuine commitment to the welfare of their team members. Any doubts regarding authenticity, logical reasoning, or empathy can lead to a breakdown of trust.

In discussing authenticity, Frei acknowledged the inherent risks involved in presenting ones full self in the workplace. She emphasized that leaders have a dual responsibility: one is to be authentic themselves, and the other is to create an environment where their team members feel safe and encouraged to express their own authentic selves.

This environment fosters a culture where diversity of thought is celebrated, leading to more robust decision-making processes. For instance, she reflected on her own identity as a woman over 50 and a lesbian, illustrating how leaders need to cultivate an atmosphere that allows individuals from varied backgrounds to bring their authentic selves to work.

Moving on to the second component, logic, Frei engaged in an enlightening discussion about establishing credibility. She underlined the significance of clear and logical communication. Leaders must ensure their messages are not only well-founded but also effectively conveyed. She noted that many communication failures stem from stylistic issues rather than a lack of substance and advised that starting with the key point, followed by supporting evidence, can aid in effective communication.

Frei also addressed a common concern among leaders: the fear of exposing flaws in their logic. Her advice was straightforward: refrain from discussing topics outside your area of expertise. By confining discussions to what they genuinely understand, leaders can maintain their credibility and authority.

Empathy emerged as the third crucial element of trust, especially during times of crisis. Frei elaborated on the importance of being fully present when interacting with team members to express genuine empathy. Leaders must concentrate on the needs of others to foster a sense of connection and trust, something that can be particularly challenging in times of global uncertainty, such as during a pandemic.

In a thought-provoking turn, Frei introduced the concept of love in leadership, which might seem unconventional in corporate settings. She explained that true love in leadership combines high standards with deep devotion to the success of team members. This dual approach not only sets up clear expectations but also demonstrates care for individual growth.

Frei provided an exemplary case study of Carlos Rodriguez-Pastor, a notable leader in Peru, who embodies this leadership philosophy. Rodriguez-Pastors commitment to developing individuals and fostering a meritocratic environment has made a significant impact in his home country. His hands-on approach, including sitting in on leadership classes and emphasizing merit over connections in hiring practices, exemplifies how setting high standards and nurturing talent can coexist.

Moreover, Frei discussed the broader implications of her insights in leadership. She identified a critical tension in traditional leadership models, where individual achievements often overshadow collective empowerment. The most effective leaders, she argues, are those who prioritize the growth of their team members, creating conditions for others to flourish, even in their absence.

Frei elaborated on how leaders can ensure that their teams feel trusted and valued, even when they are not physically present. She highlighted the importance of establishing a clear strategy and a supportive culture within organizations, both of which guide employees discretionary decisions in the absence of direct supervision.

Reflecting on her experiences in cultural transformations, including her work at Harvard Business School, Frei emphasized the need for quick and meaningful change. She advocates for a clear, compelling reason for cultural shifts, particularly when addressing issues related to diversity and inclusion. Her work has yielded significant improvements in the academic performance and satisfaction levels of women and other marginalized groups within HBS.

In conclusion, Frances Freis insights into leadership illuminate the critical interplay between trust, empathy, authenticity, and high standards. Her approach not only challenges conventional notions of leadership but also provides a roadmap for creating environments where individuals can thrive, resulting in stronger teams and organizations.