Explore how compassionate leadership—rooted in belief, accountability, and humanity—transforms organizations by creating trust, fostering growth, and enabling teams to achieve their full potential.
Her Story
About Laurie
The courage to ask "What's Next" begins with curiosity.
For more than three decades, Laurie Riker has helped leaders, organizations, and individuals navigate uncertainty, uncover new possibilities, and move confidently toward what comes next. An executive advisor, leadership strategist, keynote speaker, international best-selling author, and host of the What's Next? podcast, Laurie is recognized for bringing strategic insight, emotional intelligence, and genuine humanity to the conversations that shape careers, cultures, and lives.
Throughout her executive career, Laurie has partnered with CEOs, executive teams, and boards to guide organizations through growth, transformation, and complex business challenges across SaaS, government contracting, biotechnology, hospitality, and nonprofit sectors. Her leadership philosophy is grounded in a simple belief: organizations thrive when people are seen, heard, challenged, and inspired to do their best work. By combining business strategy with emotional intelligence, she helps leaders create cultures where accountability, compassion, and performance work together—not in competition.
As the founder of What's Next? Coaching & Consulting, Laurie extends that philosophy beyond the workplace, helping leaders and professionals navigate pivotal career and life transitions with greater clarity, confidence, and purpose. Through executive coaching, keynote presentations, and meaningful conversations with remarkable guests on her podcast, she explores the ideas, decisions, and defining moments that shape who we become.
An international best-selling co-author of Women Who Influence, Laurie has inspired audiences around the world, including delivering a keynote on compassionate leadership in Paris. Whether speaking from the stage, advising executive teams, coaching leaders, or serving in the boardroom, people don't seek Laurie out because she has all the answers—they seek her out because she asks the questions that create clarity. She is known for helping people see new possibilities, make courageous decisions, and move forward with intention.
At the heart of Laurie's work is a simple conviction: the right conversation has the power to change how we lead, how we live, and how we see what's possible. Every conversation is an opportunity to create clarity, deepen connection, and inspire the courage to ask one simple question:
What's next?
Her Interview
Ten minutes with Laurie
01What do you attribute your success to?
I attribute my success to curiosity, transparency, and the ability to help people see themselves—and their situations—with greater clarity. Throughout my career, I've often served as a mirror, asking thoughtful questions that help leaders and individuals recognize possibilities they hadn't yet considered. I believe people are far more capable than they realize, and that meaningful conversations create the clarity and confidence needed to make courageous choices. My passion is helping people discover that they always have a choice in how they respond, how they lead, and how they shape what's next.
02What’s the best career advice you’ve ever received?
If my career has taught me one thing, it's this: don't let fear decide your future. Some of the most meaningful chapters of my life began with uncertainty, not certainty. I've learned that no matter what life presents us, we always have a choice. In the end, it isn't our circumstances that define us—it is the choices we're willing to make.
03What advice would you give to young women entering your industry?
I encourage young women entering the field to seek out mentors—people they trust who will challenge them, support them, and help them see possibilities they may not yet see in themselves. I would also tell them to trust their instincts, use their voice, and never allow a setback to convince them they do not belong. Careers are rarely a straight path, so stay curious, keep learning, and above all, never give up on yourself.
04What are the biggest challenges or opportunities in your field right now?
One of the biggest challenges in coaching today is distinguishing meaningful, credible work in an increasingly crowded marketplace. With so many coaches, platforms, and voices competing for attention, it can be difficult to communicate what makes your perspective unique and to reach the people who will genuinely benefit from your work. The challenge is not simply being visible—it is remaining authentic, building trust, and ensuring your message rises above the noise.
05What values are most important to you in your work and personal life?
Transparency, empathy, and compassion are the values that matter most to me, both personally and professionally. I believe in being honest and clear, listening deeply, and treating people with kindness and dignity. These values guide how I build relationships, make decisions, and move through both the easy and difficult moments in life.
Her Content Hub
Articles by Laurie
Compassionate Leadership: Leading with Humanity
How seeing the humanity in others transforms leadership and drives meaningful results.
Laurie A. Riker
Influential Women Article Submission — 8/10/26
Compassionate Leadership: Leading With Humanity
What Does Compassion Have to Do With Leadership?
More than we may think.
Compassion in leadership is sometimes mistaken for softness—something separate from performance, accountability, or business results. I see it very differently.
Compassionate leadership begins with seeing the human being in front of us—and believing in what they can become.
When leaders see potential, communicate trust, and hold those they lead to meaningful expectations, they create the conditions for individuals and teams to grow, contribute, and accomplish more than they may have believed possible.
I have seen the difference a leader’s mindset can make. Individuals can sense when a leader trusts them, values their contributions, and genuinely believes in their potential.
That kind of belief can be transformational. It can change how someone sees themselves—and what they believe they are capable of.
But compassion is not simply about belief.
It becomes most meaningful when leadership becomes difficult.
It is easy to talk about compassion when the team is performing, goals are being met, and relationships are strong. The real test comes when someone is struggling, a difficult decision has to be made, expectations are not being met, or the leader realizes they themselves got something wrong.
Those are the moments when compassion moves from an idea to a leadership choice.
Compassion Begins With Mindset
Compassion is not a technique to use only when someone is struggling. It is a mindset—a way of seeing another human being and choosing how we lead.
Every individual brings experiences, responsibilities, strengths, past disappointments, hopes, and ambitions into the workplace. We may never know everything someone is carrying, but we can choose curiosity rather than judgment.
That choice matters.
Our mindset influences how we interpret behavior, respond to mistakes, approach difficult conversations, and ultimately how others experience us.
When a leader reacts too quickly or assumes they already understand what is happening, an opportunity for clarity can be lost. When that same leader pauses, listens, and asks thoughtful questions, the conversation changes.
Instead of asking only, “What went wrong?” we can also ask:
- “What is getting in the way?”
- “What support or clarity is needed?”
- “What responsibility does this individual need to take?”
- “What could be possible from here?”
Curiosity does not remove accountability.
It makes accountability more meaningful because it allows us to understand the situation before deciding what needs to happen next.
That is compassionate accountability: understanding the person without ignoring the responsibility.
Compassion Matters Most When the Conversation Is Hard
Some leaders avoid difficult conversations because they do not want to hurt someone, create discomfort, or appear unsupportive.
But avoiding clarity is rarely compassionate.
I have seen talented individuals struggle not because they lacked ability, but because no one took the time—or had the courage and patience—to give them clear, honest feedback.
I have also watched what can happen when that conversation is finally handled with respect. Defensiveness can become understanding. Uncertainty can become engagement. Someone who did not know where they stood finally has a chance to respond, improve, and take ownership.
The tone matters. The timing matters. The words matter.
But honesty matters too.
Sometimes compassionate leadership means saying:
- “I believe you are capable of more.”
- “Here is what I’d like to see next from you.”
- “Let’s talk about what is preventing you from succeeding.”
- “I want to help you move forward, and I also need you to take responsibility.”
When difficult conversations are grounded in dignity and respect, they can build trust and create a path forward.
That is not softness.
That is leadership.
Compassion and Accountability Are Not Opposites
There is still an assumption that compassionate leaders are “soft” leaders.
I have never believed that.
Compassion without accountability can create confusion. Accountability without compassion can create fear.
Strong leadership requires both.
We can have empathy for what someone is experiencing while still holding them responsible for their commitments. We can extend grace without removing standards.
In fact, accountability can itself be an expression of belief.
When we hold someone to a meaningful standard, we are communicating, “I believe you are capable of meeting this.”
Compassionate accountability is not about dwelling on what someone did wrong. It looks forward.
- What needs to happen now?
- What can be learned?
- What responsibility needs to be owned?
- What does success look like from here?
That shift changes the conversation from blame to possibility.
And it changes what the person on the other side of the conversation experiences.
They can leave feeling diminished—or they can leave knowing the expectation is real, the accountability is real, and so is the leader’s belief in their ability to move forward and have an impact.
Humanity Does Not Disappear When the Business Decision Is Hard
I have witnessed leaders navigate incredibly difficult business decisions.
The leaders I remember most were not necessarily those who avoided the hard decisions. They were the ones who never forgot the human being impacted by them.
Being humane does not mean abandoning business expectations. Quite the opposite.
Leaders will still have to address performance, establish boundaries, make unpopular decisions, restructure teams, change direction, and sometimes deliver news that another person does not want to hear.
But when there is an opportunity to enlist the team in understanding the challenge, shaping a new direction, or determining the way forward, it can fundamentally change the level of ownership. Individuals are more likely to take responsibility for an outcome when they have had a meaningful voice in creating it.
The decision may still be difficult.
But the way a leader handles that moment matters.
- We can be direct without being demeaning.
- We can be clear without being cold.
- We can hold someone accountable without diminishing them.
And when appropriate, we can invite others into the conversation—creating shared understanding, shared responsibility, and greater ownership of what comes next.
The decision may not change, but how we lead through it matters. Compassion asks us to consider not only what the business requires, but also how our decisions will be experienced by the human beings affected by them.
Leaders Are Human Too
Compassionate leadership is not about perfection.
Leaders are human too.
We make mistakes. We misread situations. We respond too quickly, fail to listen closely enough, or do not recognize the impact of something we have said or done.
I have experienced this firsthand.
Early in my leadership journey, I made a mistake on an important deliverable to my team and was embarrassed by it. Humility did not come naturally to me in that moment.
But once I acknowledged the mistake and took responsibility for it, I was surprised by what happened next.
Instead of judgment, I felt warmth.
Instead of losing credibility, I felt trust deepen.
That experience stayed with me.
It taught me that admitting we are wrong does not make us smaller as leaders. Sometimes, it allows others to see us more fully as human.
Accountability applies to leaders too.
If we ask those we lead to take responsibility, learn from mistakes, and make things right, we must be willing to do the same.
Sometimes the most compassionate thing a leader can do is say, “I got that wrong.”
Acknowledge the impact.
Apologize sincerely.
And find a better way forward.
A mistake does not have to become the end of trust. With humility and ownership, it can become the beginning of a more honest relationship.
The Business Case Is Human Too
Why should any of this matter to an organization?
Because the quality of leadership affects the quality of the conversations happening inside it.
- When someone trusts that they can tell a leader the truth, problems surface sooner.
- When they believe they can admit a mistake without being humiliated, there is a greater opportunity to learn from it.
- When feedback is honest without being demeaning, individuals have a clearer opportunity to improve.
- When accountability is paired with respect, responsibility becomes easier to own.
- And when individuals know that their contribution matters, they are more willing to bring their ideas, questions, concerns, and best thinking into the room.
That is not a side benefit of leadership.
That is part of how better decisions, stronger teams, and healthier organizations are built.
The Power of Being Seen
One of the greatest gifts a leader can give another human being is the experience of being truly seen.
Not only for what they produce, but for the strengths, ideas, and potential they bring.
Recognition does not have to be grand.
A sincere acknowledgment, an opportunity to take on a new responsibility, or a conversation about someone’s aspirations can have a lasting impact.
We often remember the leader who saw something in us before we fully saw it in ourselves.
I have watched individuals grow when they were given meaningful opportunities, thoughtful coaching, and the confidence of someone who expected them to succeed.
That belief did not guarantee that every step would be easy.
It gave them permission to stretch.
And sometimes they exceeded even the expectations I initially had for them.
Some of the individuals I am proudest of in my career are not necessarily those who achieved the biggest title or business result.
They are those I watched discover confidence, capability, and strength in themselves.
That is one of the most rewarding parts of leadership.
Compassionate leaders do not confine someone to who they have been.
They help them imagine who they can become.
So, What Does Compassion Have to Do With Leadership?
Perhaps more than we have traditionally given it credit for.
Compassion shapes how we listen.
- How we tell the truth.
- How we hold someone accountable.
- How we make difficult decisions.
- How we respond when someone makes a mistake.
- And how we respond when the mistake is our own.
It is not about expecting less.
It is about seeing more.
More potential. More possibility. More courage. More humanity.
Perhaps the opportunity for each of us as leaders is to ask:
- How do others experience me?
- Do my words communicate trust or doubt?
- Do I create clarity or fear?
- Do I listen with curiosity, or have I already decided what I believe?
- When I make a mistake, am I willing to own it?
- Do those I lead leave conversations with me feeling smaller—or more capable?
- Am I keeping humanity at the center of the way I lead?
Over the course of my career, I have come to believe that some of our greatest impact as leaders may not be found only in the results we achieve, but in how others experience us along the way—whether they felt seen, whether they were challenged with respect, whether they were given the opportunity to grow, and whether they knew they mattered.
That, to me, is the heart of compassionate leadership.
It is not about having all the answers or getting every moment right.
It is about choosing, again and again, to keep humanity at the center of how we lead.
Because leadership, at its core, happens between people.
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