By Bob Spoerl, original article was published on Inc. Leadership Forum.
Generosity is a funny thing. Most of us want to be known as “generous”—it signals that we’re good people. I often think of Fezziwig from A Christmas Carol, Scrooge’s first boss. While Scrooge works away on Christmas Eve, Fezziwig insists he stop and enjoy the celebration with others. Fezziwig is the definition of a generous leader.
When you run a company or team, it’s easy to see everything in terms of dollars and cents. Every hire is tied to revenue and the bottom line. After nearly a decade running an agency, I know how easy it is to fall into this. But focusing only on value extraction misses a bigger truth: People deliver the most value when they are empowered to be their best. Every new hire and every investment can be seen as an act of generosity—an act meant to help someone else grow.
Go beyond the basics
Sociologist Randy Hodson coined the term “management citizenship behavior” (MCB) in 2002. His research shows that managers who consistently act generously reduce conflict, improve morale, and significantly boost performance. Studies show these behaviors increase engagement, retention, productivity, and profitability. They also reduce absenteeism, turnover, theft, product defects, and accidents.
How do you practice MCB?
- Support employees individually: Coach, mentor, and empathize. People have lives outside work. Listen and be generous with your time.
- Facilitate teamwork and morale: Address conflict directly. Encourage collaboration. Celebrate team wins.
- Champion organizational values: Model ethics, integrity, and a growth mindset.
Be an ethical and resilient leader
We all know examples of unethical leaders—public and private. But doing the right thing pays off in business.
Research from LRN Corporation shows that companies with strong ethical cultures outperform others by 50%. They’re also 2.6 times more likely to adapt quickly, which strengthens resilience.
Ethics start at the top. Leaders must choose to cultivate a moral, mission-driven culture. As Martin Luther King Jr. said: “The time is always right to do what is right.”
Before tough decisions, try a quick 30-second ethics check:
- Is it fair?
- Would I be proud to explain this publicly?
- Does it align with our values?
A little discernment goes a long way.
Polish your transparency muscle
I’ve been told I wear my heart on my sleeve. To me, that reflects vulnerability—and vulnerability is essential to generous leadership. Leaders should show their human side when appropriate.
Transparency is powerful. Earlier this year, I shared our ambitious growth plans openly with the team—our revenue targets, client goals, and other KPIs. It was a risk, but it reinforced what many leaders discover: transparency and authenticity motivate the people you want on your team.
Transparency builds trust—if you follow through.
If you take anything from this article, let it be this: generosity must be genuine. Be a generous leader not to hit another KPI, but because it reflects who you are.
