I've seen this tension firsthand in industries like healthcare and veterinary medicine, where performance pressure is surging, leading to a sharp focus on optimizing profit margins. I've long practiced heart-led leadership, an approach that centers empathy, trust and service without sacrificing business performance. People are more likely to remain in a role when they feel connected to their team and valued by their leaders. I'm sure I'm not the only CEO who's opted to keep board and investor-related challenges to themselves. The best leaders know when to step forward decisively and when to pull back to listen.