Managing the Tension Between Getting the Work Done and Caring for People

by Jason Forte, Sr. Director of Business & Operations, The Household Group

Recently, I’ve been thinking about the need to slow down in our leadership roles. We're always in such a rush to speed things up, get things done faster, and achieve more in less time. But this urgency often overlooks an essential aspect of leadership: caring for the people we lead.

A passage that resonates with me on this topic is 1 Thessalonians 2:8. 

Because we loved you so much, we were delighted to share with you not only the gospel of God but our lives as well.

Paul writes about his long absence from the church in Thessalonica, reassuring them that he and his team are with them in spirit. This verse highlights the importance of slowing down and living with people, not just working with them. It's about building a family in the workplace, not just extracting value from each other.

Inspired by this idea, here at The Household Group, we’ve started incorporating some practices in our weekly standups to foster a closer, more personal connection among our team. We’re a relatively small group of 17, so we can still gather in one room. Before diving into work topics, we begin our meetings by asking if anyone has something to celebrate. The responses are often simple but deeply meaningful—someone might share that they sold their house quickly in a tough market or that their child achieved something significant. These moments allow us to celebrate together, creating a sense of shared joy and community.

We've also been intentional about asking for prayer needs each Monday. This practice has led to profound moments of vulnerability and support. People have opened up about struggling with anxiety, dealing with family illnesses, or facing challenging parenting situations. This practice has brought us closer, creating a family-like atmosphere where we genuinely care about each other's lives beyond the workplace.

For those in leadership positions, especially in environments where openly discussing faith might not be appropriate, there are still ways to implement slow leadership principles. It's about connecting with individuals on a personal level and showing genuine interest in their lives. I recall a leader I admired greatly. He wasn't a believer, but he consistently remembered details about my family and my life. That level of care and attention made a significant impact on me.

Incorporating slow leadership starts with intentionality. Begin your day with the mindset that today's focus is on the people who do the work, not just the work itself. Pray for guidance about who to minister to, listen to God’s voice, and obey. It’s about shifting your mindset from viewing your role as solely about productivity to one that prioritizes the well-being of your team.

I’ve spent much of my career in special operations in the military, where the principle that "people are more important than hardware" was central. This emphasis on valuing individuals kept people around for their entire careers because they felt truly valued. Every morning, remind yourself that your purpose is to care for people, not just achieve goals.

Of course, there is a tension between being people-focused and task-focused. But it’s about finding balance. Sometimes, a team member might express anxiety or stress, and a quick moment of empathy can make a world of difference. It doesn’t mean neglecting work; it means integrating care into your daily routine. 

One practical example is when a new director joined our team. Despite having many topics to discuss, I could tell something was off. He was stressed about a house purchase. So, we paused to pray about it. This small act of care allowed him to refocus and tackle the tasks more effectively.

Implementing slow leadership is about creating a structure that allows for personal connections while ensuring the work gets done. Proper systems and processes can facilitate this balance. When the operational side runs smoothly, it frees up time to focus on people.

In the end, it's about recognizing that caring for your team and achieving goals are not mutually exclusive. Integrating intentional moments of connection and support into your leadership style creates an environment where people feel valued and motivated, ultimately leading to greater productivity and fulfillment for everyone involved.