When someone asks, “How do I get people to actually want to work for me?” there is usually a silence that follows and it’s telling.
It’s not that they didn’t know the answer… It’s that most of us have had enough bad bosses to know what not to do. What’s harder is pinpointing what actually works. What inspires people to show up, lean in, and stick around, even when the work’s tough and the coffee machine’s jammed.
Julia Sullivan’s recent USA Today piece hit a nerve in the best way. It outlines five traits the best managers share. The piece is backed by research from Frontiers in Psychology, Harvard, and Embry-Riddle. And honestly? Every single tip made us nod along. Because we’ve seen firsthand that strong leadership isn’t a bonus, it’s a retention strategy. Here’s the gist, with a few side notes from us.
1. Listen Like You Mean It
You know the difference. The “uh-huh, sure” head-nod versus the kind of listening that makes someone feel heard. The best managers don’t steamroll meetings or spend one-on-ones checking Slack. They ask questions, real ones. Like:
“What’s working?”
“Where are you stuck?”
“How can I help without getting in the way?”
Jonathan Javier, career consultant and Wonsulting CEO, nails it: “Good leaders actively listen, understand people’s challenges and make space for honest conversations.”
2. Make Sure They Actually Get It
It’s wild how many workplace fires start with one misunderstood message. So many issues could be solved by pausing to say, “Can you repeat back what you’re taking away from this?”
Just to confirm that what you meant is what they heard, managers’ jobs aren’t to quiz anyone.
And if you’re delivering feedback with your arms crossed or avoiding eye contact? That body language speaks louder than your words. Harvard research puts nonverbal communication between 65% and 93% of your message. Which honestly, explains a lot.
3. Own It When You Mess Up
Leadership is all about pattern recognition. It’s spotting a mistake early, saying “That’s on me,” and course-correcting before one little thing snowballs into a trust issue.
There’s this unspoken pressure to always have it together, but the truth is: nobody trusts a Teflon manager. They trust the ones who admit when they blew a deadline, fix it, and offer help without dumping the mess on someone else’s lap.
That kind of accountability is contagious, in the best way.
4. Give People Room to Take Swings
Safe isn’t always smart. Some of the best ideas we’ve seen in our community came from someone who said, “This might not work… but what if?”
When managers reward calculated risks, even if the result isn’t perfect, they build a culture of trying. And trying leads to breakthroughs.
Embry-Riddle’s research backs this: companies that encourage “intelligent risk” often outperform their more cautious peers financially. The lesson? Create a culture where a bold move gets a “Let’s learn from it,” not a lecture.
5. Ask Your People What You Could Be Doing Better
Here’s the uncomfortable truth: If you’re not asking for feedback, people are still giving it. Just… not to you.
A simple “What’s one thing I could do better?” goes a long way. It signals that you’re not above growth. And when you act on what you hear? That’s when people start to trust you with the stuff that really matters.
We’ve even seen teams incorporate anonymous check-ins once a quarter. No judgment, just space to surface what’s unsaid. The leaders who lean into that? They retain people longer and have fewer “surprise” exits.
Why This All Matters (More Than Ever)
The workplace isn’t what it was ten years ago. People aren’t sticking around for free snacks and a ping pong table. They want what the best companies for diversity and inclusion have. Belonging. Respect. Managers who are real, not hall monitors.
In fact, a Heliyon study from 2023 found that toxic leadership, not low pay or lack of growth, was the top driver of turnover. Think about that. People would rather stay in a lower-paying job with a good manager than chase more money under a bad one.
So if you’re leading a team right now, the real question isn’t just “Are they hitting their KPIs?” It’s, “Do they feel seen, safe, and supported by me?” Start there.