When the Mission Isn’t Enough

When I first launched my blog, the plan was to post monthly. That felt manageable. But something’s been weighing on my mind since last night, and I couldn’t shake it this morning — so here I am, writing again.

Over the past year, I’ve rediscovered writing as a form of therapy. It gives me space to process, organize, and reflect on my thoughts and experiences. Truthfully, I’ve always loved writing and had a natural gift for it. But after finishing my doctoral dissertation, I wanted nothing to do with it — post-traumatic dissertation disorder is real! It took time to heal from that, but slowly, the joy has returned.

Yesterday, during a meeting for a high-profile project I’ve been supporting, I was asked to share my thoughts. I’ve been serving as a guide on the human capital strategy, and while I’d stayed quiet up until that point, I’m pretty sure my facial expressions were speaking for me. When asked directly, I half-joked, “You probably don’t want to hear what I really think.” I knew what I had to say might not land softly — but after some nudging, I decided to be honest.

And I was. Maybe a little too matter-of-fact. In hindsight, I could’ve delivered it with more finesse. About a week or so earlier, I’d raised some concerns I believed were worth considering — but they’d been brushed aside, almost like they didn’t matter. What I had done, though, was put myself in the shoes of the people who would actually have to implement the plans we were making. That perspective was missing from the room.

To be clear, no one had done anything wrong — they were simply focused on the mission. Laser-focused, in fact. But sometimes when we’re entirely consumed with the mission, we miss the human side of execution. And as leaders, we’re called to hold both: the mission and the people.

One of the most valuable lessons I’ve carried with me came from my first government supervisor and mentor, Harvey Player. He was a small man with a commanding presence, and I’ll never forget him saying, more than once: “If you take care of the people, they will take care of the mission.” He didn’t repeat himself often, so when he did, I knew to pay attention. That principle shaped the kind of leader I aim to be.

I’m human — I don’t always get it right. But I try to stay aware, to reflect, and to course correct when needed. That’s why I’m writing today. Sometimes, the most important leadership moments don’t happen in front of an audience. They happen in quiet reflection, when we ask ourselves, “Did I lead with both clarity and compassion?”

Leadership isn’t just about strategy or execution — it’s about empathy. It’s about remembering that behind every mission are people, and how we treat them determines whether that mission truly succeeds. Let’s never forget to lead with heart.