What Does My Current Role Really Require of Me?

It’s a simple question for sure, but one that can uncover a lot:What does my current role require of me?

Most of us think we know the answer. We show up, hit deadlines, deliver on goals, and check the boxes tied to our title. But if we’re honest, many of us are doing the bare minimum of what the role requires—especially when our focus is narrowed to output alone.

We tend to define our roles by what we produce, not how we show up for the people around us. But what if we zoomed out? What if we paused to ask:

• What’s the experience of working with me day in and day out?

• How do I influence the emotional tone of my team?

• Am I providing psychological safety, or just direction?

• Am I just managing tasks or also developing people?

  
  

When we consider the full extent of what our roles require, we might realize the gap isn’t in technical execution—it’s in human connection.

Sometimes what’s really required of us are the so-called “soft skills” (aka the really difficult skills that aren’t always tangible) like empathy, listening, patience, and presence. These are human skills. Ones that aren’t always listed in a job description but are absolutely essential to strong leadership and a healthy work culture.

When we lean into those skills, we shift the workplace experience—not just for ourselves, but for everyone around us. So, I’ll ask again: What does your current role really require of you and are you willing to grow into that?

In high-pressure industries, there’s an intense focus on output. Success is measured in what gets done; on time, on budget, and on spec. As a result, many leaders fall into the trap of thinking their role is simply to manage productivity.

But leadership isn’t just about what gets done. It’s about how people feel while they’re doing it. Are they engaged? Safe? Growing? Do they feel seen and supported? That’s leadership, too.

What if we begin to redefine what’s required? Your job description probably lists tasks, deliverables, and maybe a few lines about "collaboration" or "communication." But in reality, your current role likely requires much more than that.

Leadership today demands emotional intelligence, awareness, and the ability to adapt and connect. The real requirements of your role might include:

• Creating psychological safety

• Role modeling emotional regulation

• Listening actively

• Giving meaningful feedback

• Being consistent and trustworthy

  
  

These aren't extras. They're essentials. The job description might list what to do, but the real work is in how people experience your leadership.

Every leader contributes to the emotional landscape of the workplace. From your tone in a team meeting to how you handle mistakes, your actions shape the culture more than you realize. In fact, speaking of roles, who has the role of culture creator? Or better yet, who has the ability to take on and fulfill that role?

What does it feel like to work on your team?

The answer to that question has a dramatic impact on morale, retention, performance, and mental health. When leaders take responsibility for the emotional experience they create, everything changes—and not just in productivity, but in company culture and ultimately in people’s lives.

For too long, skills like empathy, listening, and communication have been labeled as "soft." But they’re not the least bit soft: they’re tough, they’re rugged, they’re human. And they’re often the missing ingredient in teams that struggle with cohesion, performance, or trust.

By understanding that teaching frameworks like Leaders Do MORE that give practical ways to develop these human skills, you are giving invaluable tools. You are expanding on the definition of what's required and also expanding how to take action . Because being good with people isn’t something you’re born with, it’s something you build with intention.

In the end, when we take a wider view of what our roles actually require and combine that perspective with action, we create the conditions for real, lasting culture change. Yes, that change shows up in performance and fewer mistakes. But it also shows up in something far more important: the everyday human experience of work.

And that’s where real leadership leaves its mark.