Kind and Strong

Most people think of kindness and strength as a tradeoff. Be too kind, and you're weak. Be too strong, and you're a jerk.

This gets leadership wrong.

The tradeoff model assumes kindness and strength sit on opposite ends of a single line. Move toward one, you move away from the other. So the "answer" becomes finding some perfect middle point—not too soft, not too harsh.

But that's not how these things work.

Kindness and strength are separate dimensions. You can be high on one and low on the other. Or low on both. Or—and this is the point—high on both at the same time.

Kindness, the way I mean it: treating people with respect regardless of title or usefulness to you. Noticing when someone does good work. Giving a damn about the humans on your team, not just their output.

Strength, the way I mean it: staying calm when things go sideways. Having hard conversations instead of avoiding them. Making unpopular calls when the situation demands it.

Neither of these limits the other.

You can fire someone kindly. You can disagree with your boss without being cruel about it. You can hold people accountable while still caring about them.

The leaders I've seen fail usually aren't missing one or the other. They've just convinced themselves they need to suppress one to access the other. The kind ones avoid hard truths. The strong ones forget that people aren't machines.

Both dimensions can be developed. Separately. At the same time.

That's the work.