I am a reformed Choleric leader. So, I have the advantage of being able to see things from the perspective of leadership as well as from the point of view of humanity.
Choleric leaders are very focused on noble goals. There are many spiritual leaders and entrepreneurs on this table. They are passionate about what they are building for the benefit of the world. They pour their passion, energy and focus into it and that’s what makes them so successful.
But, they tend to see things in black and white. They see people the same way too. “Is this person helping me to achieve my noble goal or not?” They categorize people based on the answer.
You’ll find that the employees or volunteers who become friendly with such leaders (and whom they respect) are very loyal, reliable and efficient at delivering tasks. They give their all to the cause.
But, the minute those people decide they want to do something else, a mental sorting process happens in the mind of their Choleric leader. It’s not malicious. It’s just instinctive.
What these leaders do, is to immediately place those people in the category of “No longer relevant to the goal. No longer loyal.” The leader may even feel a misplaced sense of betrayal. “How can you leave me? How can you leave now?”
The Choleric leader forgets that the person has given his life, during the time they spent, to the organisation’s noble goal. They paid their dues and were faithful to the terms of their contract. The organisation in fact owes some measure of its success to their contributions.
Another thing I’ve observed, is that many Choleric leaders don’t realise how much of their personal comfort and peace they owe to loyal staff.
Because they are surrounded by good people, they don’t have to worry about trust or even mundane domestic responsibilities. Yet, they take those things for granted, without paying attention to the cost to the staff.
They don’t see that if someone dedicates their life to you, the least you can do is to ensure they live well and that their family also reaps the reward of their service. They don’t realise good trustworthy staff are extremely rare.
Finally, when a good staff leaves you, show humanity. Don’t just move on.
For e.g., if they are leaving for a 2nd degree, ask about it. Show interest. Write a glowing reference. Contribute to their tuition fee and try to check in on them in future. Don’t make them feel like they’ve outlived their usefulness to you and so, no longer matter. Be humane. That is what leadership is about.