Tyler, the CEO of an early-stage technology company, reached out for executive coaching support at the recommendation of acollegefriend: Give it a try, she encouraged. He was skeptical about anything touchy-feely and wondered if coaching could offer his leadership an edge.Afterwe reviewed his 360 results together, Tylers skepticism took center stage. His feedback consisted of descriptors like controlling, arrogant, and dismissive. Tyler was unmoved. He asked, Why should I care about what people think of me if were getting great results?Tylers not an anomaly. There are leaders everywhere who behave badly interpersonally but exceed sales goals, secure investor funding, or get a product to market in record time.As executive coaches who have supported hundreds of senior leaders, we believe this one-dimensional focus on results is seductive, buteventuallyself-sabotaging and shortsighted.Todays leaders need to focus on resultsandinterpersonal relationships for long-term success. Here are some reasons why:Competitive and collaborative leaders get the strongest resultsTyler has been successful to-date, and he believes that will continue even if he keeps deprioritizing relationships. Of course, research says thats unlikely. Astudy of sales organizationsthat the National Bureau Of Economic Research conducted foundthat there is a cost topromoting starswhohavent built skills in collaborating with or developing people.Their teams will make, on average, 30% fewer sales than sales teams with collaborative managers.Bad behavior reduces long-term effectivenessTyler, asa start-upCEO, can get away with bad behavior now given his results. However, over time toxic leaders contribute toreduced productivity, decreased employee performance, increased turnover, and increased legal fees, according to a study in Health Psychology Research.These consequences are a drain onresources and tenured employees. Bottom line, bad behavior catches up with leaders. Tending to relationshipsandresults secures more longevity inseniorroles.Caring is a worthwhile investmentTylers strategy might be working now,but leadership strategies need to be resilient to professionalandpersonal change.One senior leader, Alexandra, who routinely delivered impressive results, did so at the cost of her teams morale(For example, she didnt take their complaints to HR seriously). Then, Alexandras aging parents health concerns required her to routinely fly cross country to manage their care. When Alexandras capacity shifted, her team resisted stepping-up to assist her. Alexandras nonexistent social capital with her team ended up costing the company floundering results.The company demanded intensive leadership coaching for Alexandra and a commitment to change. She eventually shifted her leadership style in accordance withresearchwhere cultivating anenvironment thatprioritizespeople and relationships is good for business.How to course correct:Theres no one-size-fits-all solutionto move fromchallenged to successful people leader. However, here are three steps tobegin excellingat both financial and people development metrics.1. Focus on self: shift intimidating behaviors First, identify the specific behaviors that inhibit the people you work alongside.Pay attention tofeedback like, She dominates the conversation with her opinions,or When I ask clarifying questions, he gets exasperated.Years of research onpsychological safetyilluminates the downsides of leading through fear.Ultimately, this contributes tolower levels of effectiveness and engagement.Once youre clear on your unproductive behaviors, pick small newbehaviors that invite learning and new perspectivesversus fear.Oneeffective way to form stronger connections with colleagues is to ask curious questions. Some examples include, What else do you want me to understand? or Can you tell me more about how you see the challenge? or Whats your perspective?2. Focus on others:invest indeveloping yourpeopleTakingtime to engage with your employees and have meaningful career development conversations builds loyalty. People want to perform well for leaders who support their long-term career development.Set the stage by letting your people know youll find time twice a year to exploretheircareer aspirations.Send questionslike these in advance to prime the pump for a meaningful conversation.Where do you hope to see yourself 10 years from now?What other roles do you see in the company that interest you?If you could design your next role at the company, what would you want it to look like and why?What is one skill (technical or soft) that if you were to develop, would benefit you greatly for the nextfiveyears?Start the conversation by stating your intention: to help your employee develop in ways that are meaningful to them. Then, discuss your employees answers to the questions and layer on your own thoughts. You might say, I also see youasMarketing Director in the next few years and could see you overseeing Salestoogiven your creative mind and focus on data. Itsaffirming to have your manager share what they envision for you along with validating any strengths.Finally, discuss ways to get more on-the-job experience in their areas of interest over the coming months. Your employee should leave with a plan of action for how to make progress on their career goals and an understanding of how youll support their efforts.3. Focus on team:buildinterdependencyOften team leaders with a high need for control rely on a hub-and-spoke model of management where every problem goes through them. This is inefficientand losesthe benefits that interdependent teams can give their organizations,the chance to outperform competitors and increase profitability.Noleader will perfectlytendto results and people. But understanding the importance of both often leads toorganizational success. When Tyler agreed to explore this, he found himself inspired in new ways. He dove into the challenge of defining how to demonstrate care for his people while simultaneously holding them to a high bar. Its not easy. But as the leaders weve worked with have found, its much more fulfilling to drive results together with their team, rather than at their expense and well-being.