I recently listened to an episode of Malcolm Gladwell’s Revisionist History podcast (Season 15, Episode 5: "A Tragedy in Texas"). Gladwell was reflecting on his time serving on the board of the RAND Corporation alongside General David Goldfein, former Chief of Staff of the United States Air Force, the highest-ranking military officer in the service.

Gladwell recounted a moment that left an indelible impression on him.

A group of high-powered board members and executives were crammed into a hotel elevator, deeply engaged in conversation. Standing quietly in the corner was what looked to be a hotel maintenance worker. In a space full of titles, influence, and strategic chatter, General Goldfein did something remarkable: he turned away from the inner circle, looked the maintenance worker in the eye, introduced himself by name, and genuinely asked how his day was going.

Truthfully, that worker had zero operational relevance to the people in that elevator. He couldn't influence a board vote, execute a strategy, or advance anyone’s career.

So why did a 4-Star General bother?

Because General Goldfein understood a foundational leadership truth that far too many C-suite executives forget: How you treat the least powerful person in the room is the ultimate test of how you will treat everyone else.

The Myth of the Ivory Tower Leader

In corporate America, we often reduce leadership to what happens behind closed doors, making high-stakes capital allocation decisions, reviewing financial models, listening to pitch decks, and delivering critiques from the executive suite.

That is certainly part of the job. But it is an incomplete picture.

Relatedly, I was speaking to a senior operating executive at a large hospital who asked me, “can you imagine back in the day if our football coaches directed practice from the press box instead of being on the field with the players?” The image alone is laughable.

Complete leadership, or what I call Bonafide Leadership, isn't just about command and control. It’s about how you engage human beings one-on-one, how you build trust, and whether you possess the authentic humanity to connect with anyone, regardless of their title, income, or level in the org chart. 

Candidly, as I climbed the corporate ladder, I was miffed at the number of leaders who lacked muscle here. Human beings, increasingly so, in a world quickly advancing towards automation, artificial intelligence, and endless streams of data, want to be known, felt, heard, seen and heard. 

When a leader goes out of their way to greet the cafeteria staff, learn the names of the night-shift cleaning crew, or chat with a factory floor technician, they aren't just being nice. They are modeling cultural standards. They are signaling to the entire organization that every role required to make the enterprise run has intrinsic value.

What 20 Years at Texas Instruments Taught Me About Operational Respect

General Goldfein’s elevator moment wasn't a one-off PR stunt. That kind of instinct is forged over a lifetime; from his early days as a cadet at the Air Force Academy, through his time in Central Command, to leading the entire Air Force. It is a universal trait that commands respect at every rank, in every geography, and across every culture.

It immediately reminded me of my former CEO during my 20-year career at Texas Instruments.

I sat in countless executive operational reviews with him where 15-25 people filled the room. He knew everyone by name, not just his direct reports, not just the head of finance and operations who presented, but the directors and other leaders across IT, quality, and procurement.

When an issue arose, he didn't berate the team or dismiss their reality from an ivory tower. He asked deeply thoughtful, informed questions because he held a genuine respect for the operational lane each person walked in. He understood that a $13B P&L isn't executed by executive decree; it is executed by thousands of individuals performing their specific roles with excellence.

When employees see that their CEO or General respects the work required to make the machine go, trust skyrockets. Followership becomes organic, not forced.

Inconsistency Destroys Legitimate Authority

There is a direct correlation between how a leader treats the people who "can't do anything for them" and how they handle their own team:

• If a leader smiles upward at the Board of Directors, but berates their administrative assistant or publicly embarrasses a junior analyst in a staff meeting, their leadership is a facade.
• If a leader is ruthless with distant frontline teams but plays favors with their inner circle, their authority is illegitimate.

Employees see right through selective respect. In fact I’d go so far to say that inconsistency can destroy trust faster than poor quarterly results.

To be clear: This is not about being a pushover or running a popularity contest. High standards, fierce accountability, and relentless execution are non-negotiable. But high standards without basic human respect breed fear and cynicism. High standards combined with genuine humanity create elite, resilient organizations.

A Challenge for Senior Executives

General Goldfein’s brief interaction in that hotel elevator was a masterclass in leadership modeling. It showed everyone in that car, including one of the world's most famous authors, what authentic leadership looks like in practice.

As you navigate your week, take a moment to evaluate your own operational footprint:

• When was the last time you initiated a conversation with someone two or three levels outside your strategic circle?
• Do you know the names of the people who clean your office, support your calendar, or manage your building’s facility operations?
• When you walk through your facilities, are you looking down at your phone, or are you making eye contact and acknowledging the human beings who keep your enterprise running?

How you treat “anybody,” demonstrates how you treat everybody else. 

In a world where everyone is fighting to be seen, the most powerful thing an executive can do is make sure the people around them feel valued.

Everyone has a voice. Everyone has worth. And the leader who remembers that will always command the highest level of trust, respect, and performance.

Looking to build an enterprise culture grounded in trust, high accountability, and authentic leadership? Schedule a strategic consultation with Bonafide Leaders to learn how our executive coaching programs transform leadership capability.