# Three traits of leaders who build great cultures

- **Episode:** [23](https://agents.truthliesandwork.com/episodes/23.md) (2023-01-25)
- **Type:** other
- **Tags:** leadership, culture, traits
- **Time:** 36:51–38:54 (start 2211s)
- **Listen:** [https://truthliesandwork.com/23?t=2211](https://truthliesandwork.com/23?t=2211)

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[36:51] Leanne Elliott: Some really great examples from, from Kyle there. And I guess just 3, 3 traits and behaviors that I see in leaders that Kyle talked about there to expand on and explain a little bit. He talked there about his lacrosse coach treating them as a team of professionals. This is all about giving people autonomy and control. You know, you've hired this person into your business for— because they have a particular skill set or competence. They need room to be able to, to use those skills and strengths that they have, but understandably, and as Kyle explained there, with consequences. And this is about managing by outputs rather than productivity, and which is just why HubSpot are smashing it when it comes to the remote-first We need to trust our people to do their work and produce the results that they need to produce. Secondly, Kyle mentioned there about both, both of his lacrosse coach and Jordan. They genuinely care about their team. They ask them questions about their lives and want to know what's going on. From a psychological perspective, this gives us a huge sense of belonging, and that in turn translates into our own personal well-being, but also discretionary effort going the extra mile in our role. And it's no great surprise. That by doing that, our performance tends to be higher. And then finally, Kyle talked about Jordan investing in professional development, getting the most out of people, and striking this balance between I care about you as a person and now I need you to rally and get behind this goal that we have to achieve. I think there's 2 things there. By genuinely caring about people, you're creating an environment of psychological safety. You're connecting on a human Um, and that helps people to feel safe and want to innovate. And equally, I think it's about authenticity. This balance can only really be, be achieved if we're leading in a way that is transparent and true, not only to our own values, but that of the organisation's
[38:49] Al Elliott: Oh yes, well said, Leanne
[38:52] Leanne Elliott: Like that. That was good