“People will forget what you said, people will forget what you did,
but people will never forget how you made them feel.”
Great leaders understand this truth. In the rush of deadlines and deliverables, they make time to check in—not just on progress, but on people. And that makes all the difference. This month, we’re focusing on the power of checking in: how great leaders ask, “How are you doing?”—and truly listen to the response. This simple question can build trust, boost morale, and unlock a culture of psychological safety.
Why Checking In Matters
Research shows that employees who feel heard and supported are more engaged, productive, and loyal. Checking in isn’t just a box to tick—it’s an opportunity to foster trust, create psychological safety, and strengthen team culture. When leaders provide a safe space for open conversations, they empower their people to bring their best selves to work.
Leaders Who Lead with Empathy
Many of the world’s most respected leaders make it a point to check in with their teams regularly:
SaTYA NADELLA
Known for his empathetic leadership style, Nadella encourages managers to focus on individual team members' well-being, ensuring that employees feel valued beyond their work output.
Leading with Empathy: When Nadella became CEO in 2014, he shifted Microsoft’s culture from one of internal competition to a more collaborative and growth-oriented environment.
Personal Connection: His leadership style is deeply influenced by personal experiences, especially raising a son with cerebral palsy. This has made him a strong advocate for accessibility and inclusivity.
Encouraging Psychological Safety: Nadella encourages leaders at Microsoft to listen actively, show humility, and be open to learning from employees at all levels. He believes that innovation thrives when people feel safe to express ideas.
Actions: He introduced a “Learn-It-All” culture instead of a “Know-It-All” mindset, pushing for continuous learning and encouraging managers to check in with employees on both professional and personal levels.
JACINDA ARDEN
Her leadership during crises, marked by open communication and genuine care for people’s emotional states, set a benchmark for compassionate leadership.
Compassionate Crisis Leadership: Ardern is widely recognised for her empathetic and people-first response to crises, including the Christchurch mosque attacks and the COVID-19 pandemic.
Human-Centered Communication: She frequently used social media and live Q&A sessions to check in with New Zealanders, ensuring people felt heard and informed.
Transparency & Vulnerability: She wasn’t afraid to show emotion and be open about challenges, which made people trust her more. After the Christchurch attack, she immediately reached out to affected communities, wearing a hijab as a sign of respect and solidarity.
Actions: She introduced well-being budgets in New Zealand’s economy, prioritising citizens’ mental health, child welfare, and domestic violence prevention over pure GDP growth.
HOWARD SCHULTZ
Schultz has long emphasised the importance of personal connection, fostering an inclusive and supportive culture where employees feel heard and respected.
Prioritising Employee Well-Being: Schultz refers to Starbucks employees as “partners” rather than “workers”, fostering a sense of ownership and belonging.
Comprehensive Support: Under his leadership, Starbucks was one of the first companies to offer healthcare benefits to part-time employees, as well as tuition reimbursement programs to help them pursue higher education.
Listening to Employees: Schultz has been known to personally visit Starbucks stores, engage with baristas, and ensure leadership understands the frontline experience.
Actions: In times of crisis, like after the 2008 financial downturn, Schultz held open forums and town halls with employees, listening to concerns and addressing them directly.
A Moment of Reflection from Elmo
Recently, Sesame Street’s Elmo took to X (formerly Twitter) with a simple yet profound question: “How is everyone doing?” The response was overwhelming—over 200 million people engaged, revealing their struggles, joys, and challenges.
When was the last time you checked in—really checked in—with someone on your team?
We’d love to hear from you—how do you check in with your team? Share your experiences!
At Simitri, we’ve seen how powerful this question—“How can I help you succeed?”—can be in shaping stronger teams, deepening trust, and unlocking performance. It’s a principle that sits at the heart of many of our leadership programmes, from Motivating & Engaging Team Members, to Growth Mindset, and Transformational Coaching. These programmes provide leaders with practical frameworks and real-world tools to lead with intention, empathy, and impact—because asking the right questions is often more powerful than having all the answers.
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