Experiential Design Leadership Profile

Core Drive: Fulfillment
Theme: Connection, care, and shared experience
Leadership Identity: “Lead by loving well. Unite through shared joy. Create a culture that feels alive.”

Leadership Style

Emotionally Present, People-Focused, Relationally Energizing

Leaders with an Experiential Design thrive in relationally rich, emotionally engaged environments. Their leadership is built on empathy, connection, and joy in shared experience. More than authority or achievement, they value authentic community and well-being, both for themselves and those they lead.

They want their teams to feel safe, seen, and supported—and will go to great lengths to meet emotional needs, elevate morale, and create an environment where people enjoy being together. Collaboration isn’t just a method; it’s a way of life. Their instinct is to gather, include, listen, and encourage.

At their best, they form deeply bonded teams where people feel emotionally nourished, unified, and ready to contribute. Their challenge can be in balancing harmony with accountability, or in sustaining momentum when emotional energy is low.

Behavioral Traits:

• Foster a family-like team culture with strong relational bonds

• Use inclusive and open communication to maintain trust

• Prioritize emotional safety and group cohesion

• Seek feedback to ensure everyone feels involved and heard

• May avoid confrontation to protect relational harmony

• Energized by shared experiences and mutual care

“When people feel connected, they give their best—and enjoy doing it.”

Advantages of the Experiential Leader

1. Emotional Intuition as Leadership Currency

Experiential leaders have a unique strength in feeling the room. They can sense when morale is low, when someone is hurting, or when the energy of the group is out of sync. They use that insight to stabilize emotions, build bridges, and shift atmospheres.

Core Strengths:

• Intuitively sense group mood and emotional undercurrents

• Create spaces where people feel safe to speak and be themselves

• De-escalate tension through warmth, humor, and inclusion

• Promote joy, celebration, and meaningful traditions

“Their advantage lies in their ability to make people feel valued, understood, and emotionally connected.”

Influence: Empathy and Emotional Support

These leaders influence others through genuine care and shared experiences. They don’t lead by force or position, but by meeting emotional needs, showing loyalty, and fostering trust. Their teams are often deeply devoted—not because of pressure, but because of how they’ve been loved and supported.

Tools of Influence:

• Empathetic listening and emotionally attuned communication

• Inclusive decision-making and team celebrations

• Meeting personal needs that others overlook

• Spreading optimism, emotional warmth, and relational safety

“When people feel cared for, they give more, risk more, and stay longer.”

Core Goal: Fulfillment Through Connection

The Experiential leader is driven by the desire to help people experience life more deeply, joyfully, and authentically. Their goal isn’t just success—it’s shared fulfillment. They want the work to be meaningful, the team to be united, and the environment to feel like home.

Vision Casting

“Let’s build something meaningful—where everyone belongs and contributes.”

Experiential leaders cast vision through emotionally rich storytelling, relational inclusion, and shared hope. Their vision is often less about achievement and more about how the process feels—how people will grow, connect, and flourish along the way.

They don’t just say, “Here’s the goal.” They say, “Here’s how we’ll walk it together, and what it could mean for all of us.”

Vision Characteristics:

• Emphasizes belonging, mutual purpose, and shared growth

• Uses emotional language, stories, and connection points

• Invites all voices into the conversation

• Paints a picture of fulfillment, not just accomplishment

Execution

Experiential leaders execute best when morale is strong, relational energy is high, and the team is aligned emotionally. They bring momentum through inclusion, encouragement, and rhythm—not pressure.

They tend to work in cycles of energy and inspiration, and may need help with structure, pacing, and follow-through from more task-focused teammates.

Execution Strengths:

• Building momentum through joy, laughter, and celebration

• Empowering others through encouragement and shared responsibility

• Creating emotionally energizing environments for collaboration

Conflict Resolution

Their default is to preserve connection, sometimes at the expense of direct confrontation. They prefer to resolve conflict relationally, not reactively, and often try to soothe rather than escalate. This makes them powerful peacemakers, but can also lead to delays in addressing persistent issues.

Conflict Style:

• Focus on emotional reconciliation before procedural correction

• Seek common ground and mutual understanding

• May avoid tension or delay hard conversations

• Thrive in restorative dialogue when safety is maintained

Management Style

Their style is collaborative, flexible, and relationship-first. They manage not by enforcing rules, but by building trust and mutual commitment. They often act as team caretakers, checking in on how people feel as much as what they’re doing.

Preferences:

• Informal communication and organic feedback

• Shared decision-making with collective ownership

• Team bonding, appreciation rituals, and shared milestones

• Avoidance of overly rigid or hierarchical structures

View of Authority

Experiential leaders see authority not as dominance, but as care and responsibility. They want leaders who act like protective, compassionate caregivers—those who ensure everyone is emotionally supported, included, and empowered to grow.

They lose trust in leaders who are cold, punitive, or disconnected from the people they lead.

What They Want in Leadership:

• Compassionate leadership that listens, affirms, and protects

• Supportive presence that checks in emotionally, not just functionally

• Gentle correction with encouragement, not criticism

• A leader who knows their name, sees their heart, and cares about their experience

“I don’t need a boss—I need someone who sees me and helps me thrive.”

How They See Those They Lead: Family, Not Just Staff

Experiential leaders view their team like a family or tribe. They feel a deep sense of responsibility to care for, support, and uplift those they lead. They don’t just see employees—they see people with stories, struggles, and dreams. Their instinct is to nurture emotional well-being as much as professional performance.

Leadership Behavior:

• Regular emotional check-ins and acts of kindness

• Protect team culture like a family unit

• Encourage inclusion, laughter, and honest expression

• Feel responsible for the emotional tone of the group

“You’re not just part of the team—you’re part of something that matters to me.”

Summary: The Experiential Leadership Profile

TraitExpressionStyleEmotionally attuned, relationship-first, connection-focusedStrengthEmpathy, inclusion, atmosphere building, emotional intuitionMotivationFulfillment through shared experience and well-beingInfluenceEmpathy, care, emotional presence, and relational credibilityTeam ViewFamily/tribe—each member valued for their presence and storyChallengeAvoiding confrontation, difficulty with accountability, energy-based pacing

 Here is the Experiential Design version of the four leadership behaviors—Decision-Making, Delegation & Accountability, Vision Casting, and Coaching & Mentoring—formatted in your requested style. This reflects the Fulfillment-driven leader's emotionally intelligent, relational, and connection-centered approach to leadership.

Decision-Making

“Protecting people by discerning what will create connection, harmony, and emotional well-being.”

Deep Insight:

Experiential leaders make decisions through the lens of emotional impact and group connection. They are highly attuned to how a choice will be felt, not just how it will function. Their process is relational first: they ask, “Will this build trust? Will this honor the people involved? Will this create a life-giving experience?”

Rather than reacting quickly, they listen, feel the atmosphere, and take time to weigh not just outcomes, but how people will experience the process. While this can slow down decision-making in high-pressure environments, it often preserves culture, morale, and long-term cohesion.

Behavioral Traits:

• Prioritize emotional and relational consequences over short-term gains

• Ask questions like:

  • “How will this affect how people feel about the work and each other?”

  • “Is this decision kind, fair, and fulfilling for those involved?”

  • “Are we preserving trust and connection as we move forward?”

• Avoid abrupt or impersonal decisions that could damage morale

• Rely on collective input and gut-level resonance

• May hesitate if the emotional cost feels too high or unclear

Expanded Example:

A leader is asked to roll out a policy that would increase productivity but could pressure already burned-out team members. The Experiential leader calls a group meeting, invites feedback, and advocates for adjusting the rollout timeline. By prioritizing emotional wellness and collaboration, they not only preserve team morale but increase engagement—because the team feels cared for and included.

Delegation & Accountability

“Empowering people through trust, support, and personal connection.”

Deep Insight:

Experiential leaders delegate based on relational trust and emotional readiness. They aren’t focused solely on competence—they’re tuned in to how a person feels, what kind of support they need, and whether they’re emotionally in the right place to succeed. Delegation for them is a relational transaction: “I see you. I believe in you. I’m with you.”

Accountability is handled gently. They prefer encouragement over correction and often look for ways to restore motivation rather than assign blame. Their strength is in helping people feel safe, trusted, and uplifted—but they may struggle to follow through with consequences when necessary.

Behavioral Traits:

• Assign tasks with emotional awareness and personal encouragement

• Ask:

  • “Do you feel ready for this?”

  • “What would help you feel more confident here?”

• Avoid shaming or harsh correction; focus on restoration and support

• Reluctant to confront unless absolutely necessary

• May delay hard feedback to preserve connection

Expanded Example:

A team member misses a key deadline. Instead of immediate correction, the Experiential leader schedules a one-on-one check-in. They ask how the person is doing emotionally, uncover personal stressors, and offer to rearrange responsibilities while reinforcing trust. As a result, the employee feels supported, re-engages, and follows through with renewed energy.

Vision Casting

“Inviting others into a shared experience of joy, meaning, and mutual care.”

Deep Insight:

Experiential leaders don’t just cast vision—they create emotional invitations. Their vision is about how people will feel along the way, not just what will be achieved at the end. They use language that inspires warmth, unity, and human flourishing. For them, a successful vision is one that results in togetherness, well-being, and shared delight in the process.

They are storytellers, atmosphere shapers, and relational connectors. They want people to belong to the vision, not just understand it. This makes them powerful motivators in emotionally disengaged environments.

Behavioral Traits:

• Use emotionally resonant, inclusive language to communicate vision

• Speak in terms like:

  • “What if we could create something beautiful together?”

  • “This should feel like something we’re all proud to be part of.”

• Inspire loyalty through empathy, safety, and shared joy

• Paint pictures of relational success, not just productivity

• May avoid visions that feel too cold, corporate, or impersonal

Expanded Example:

Faced with a departmental overhaul, the Experiential leader gathers the team and shares a vision centered on creating a culture where people love coming to work again. They describe a space where everyone feels seen, ideas are welcomed, and growth is celebrated. This emotional vision becomes the foundation for the team’s restructuring plan—and morale lifts before the first change even happens.

Coaching & Mentoring

“Lifting others through presence, care, and affirmation of their inherent worth.”

Deep Insight:

Experiential leaders mentor through emotional connection and encouragement. They are natural cheerleaders, helping others discover not just what they can do—but who they are. Their coaching is personal, intuitive, and deeply affirming. They help others grow by offering safe space, deep listening, and consistent emotional presence.

They’re not focused on performance metrics first—they focus on the heart. They believe that when people are emotionally well and feel loved, they naturally grow. Their greatest mentoring moments come not through instruction, but through being with someone in their struggle and believing in their comeback.

Behavioral Traits:

• Coach through empathy, affirmation, and gentle challenge

• Ask questions like:

  • “How are you really doing?”

  • “What would make this feel more life-giving for you?”

• Celebrate effort and emotional growth, not just results

• Create a safe space for vulnerability and honest reflection

• May struggle to push high-performers when hard feedback is needed

Expanded Example:

A high-potential team member is struggling with self-doubt. The Experiential leader takes them to coffee and listens fully. They reflect back the person’s strengths, remind them of past successes, and offer consistent check-ins. Over time, the team member’s confidence rises—not because of technical skills gained, but because someone believed in them without condition.

 An Experiential Design leader, shaped by the Fulfillment motivational drive, leads from the heart. They thrive in emotionally rich, relationally connected environments where joy, care, and inclusion are central to the mission. These leaders are emotionally intuitive, people-centered, and community-focused—and they bring teams together through shared meaning, encouragement, and presence.

To function at their best, Experiential leaders need leadership above them that mirrors and supports this relational depth. They want to know that who they are matters as much as what they do, and that their emotional labor is both recognized and reciprocated.

Here is a comprehensive and refined overview of what Experiential Design leaders want from their leaders:

What Experiential Design Leaders Want from Their Leaders

Core Need: Relational safety, authentic encouragement, freedom to connect, and support for emotional well-being

1. Compassionate, Emotionally Present Leadership

Experiential leaders want leaders who see them as people first—who check in not only on results, but on how they’re doing emotionally. They value leaders who show empathy, warmth, and concern, especially when tensions rise or personal challenges affect work.

They are deeply relational, and will thrive under leaders who are gentle, human, and available—not cold or distant.

What This Looks Like:

• Leaders who ask, “How are you really doing?” and mean it

• Emotional support during stressful or uncertain seasons

• Personal gestures—notes, conversations, follow-ups—that express care

• A tone of kindness in correction, and affirmation in progress

“If you care about me as a person, I’ll give everything I’ve got to the mission.”

2. Relational Trust and Safety

These leaders need to feel emotionally safe with those above them. If they sense judgment, disconnection, or inconsistency, they’ll begin to guard themselves or emotionally withdraw. They want leaders who create a culture of openness, inclusion, and psychological safety.

They thrive under leaders who make room for vulnerability, connection, and honesty without fear of harshness or dismissal.

What This Looks Like:

• Leaders who model vulnerability and transparency themselves

• Room to speak honestly about challenges without being shut down

• Consistent, gentle feedback—not reactive or volatile responses

• Environments where emotions are seen as valid, not disruptive

“If I feel safe, I’ll bring my full self to the work—and help others do the same.”

3. Encouragement, Recognition, and Affirmation

Experiential leaders invest deeply in people, culture, and emotional connection—often in quiet, unseen ways. They need leaders who notice the emotional work they’re doing and express genuine appreciation. They’re not seeking applause, but they want to feel valued and seen for how they care for others.

They give generously from their emotional reserves—and they need to be refilled through encouragement and affirmation.

What This Looks Like:

• Leaders who say, “Thank you for holding the team together.”

• Recognition of team atmosphere, culture, and morale-building efforts

• Personalized encouragement that affirms their unique emotional leadership

• Celebration of the tone and connection they bring—not just task completion

“If you see the emotional labor I’m doing, I’ll keep giving it with joy.”

4. Freedom to Build Community and Culture

Experiential leaders don’t just want to complete projects—they want to create meaningful environments. They thrive when given permission to shape team rituals, celebrations, shared language, and relational norms. If restricted by rigid rules or sterile culture, they feel creatively stifled.

They want leaders who empower them to infuse warmth, life, and joy into the workplace.

What This Looks Like:

• Trust to create team traditions, appreciation rhythms, or check-ins

• Encouragement to add personal and creative touches to the team culture

• Leaders who say, “Yes” to joy—through celebrations, birthdays, shared meals

• Freedom to lead in a relationally authentic way, not just by procedure

“Let me create a space people love to come to—I promise they’ll do their best work there.”

5. Flexibility in How Connection Happens

Because they prioritize relationships and fulfillment, Experiential leaders need a degree of freedom in how they connect, collaborate, and motivate. Leaders who are too rigid, transactional, or time-driven without room for how the work feels will frustrate them.

They want flexibility in the style of connection, not a free pass on accountability.

What This Looks Like:

• Leaders who trust emotional intelligence over strict efficiency

• Freedom to spend time building relational momentum before diving into tasks

• Flexibility in communication styles—voice memos, casual check-ins, open-door conversations

• Space to shift gears if team energy or morale is off

“If I can lead people the way they need to be led, I’ll always get the results you’re looking for.”

6. Shared Values Around People and Joy

At the deepest level, Experiential leaders want to follow someone who values people the way they do. If their leader is dismissive of emotional connection, indifferent to team morale, or results-driven at the expense of humanity, they will feel misaligned and disheartened.

They want leaders who believe that how we treat people is the work.

What This Looks Like:

• Leaders who include emotional health in team evaluations and metrics

• Cultural focus on kindness, listening, and inclusion

• Prioritizing rest, celebration, and rhythm alongside productivity

• Modeling respect, compassion, and relational integrity at all levels

“If your values align with mine, I’ll follow you with my heart—not just my hands.”

Summary Table: What Experiential Design Leaders Want from Leadership

NeedWhat It Looks LikeEmotional PresenceLeaders who show care, empathy, and relational engagementRelational SafetyAn environment where vulnerability and honesty are welcomedAffirmation & EncouragementRecognition for emotional labor and team morale buildingCultural FreedomFreedom to build team rituals, joy, and connectionFlexibility in ConnectionSpace to lead relationally and intuitively rather than by rigid formalityShared ValuesLeadership that believes people and joy are as important as performance

Final Thought:

Experiential Design leaders don’t lead through pressure—they lead through presence.
They need leadership that nurtures their heart, supports their relational strengths, and joins them in building workplaces people love to be part of.
When they feel emotionally connected, seen, and safe—they lead from their deepest well.

 Experiential Design individuals, driven by the Fulfillment motivational drive, are relationship-oriented, emotionally intuitive, and deeply committed to creating environments where people feel connected, supported, and uplifted. Whether or not they are in leadership positions, they bring warmth, community, and a sense of shared joy to teams.

But their ability to contribute at a high level depends heavily on the emotional tone set by leadership. They don’t just need clear instructions or strategic goals—they need to feel safe, valued, and connected to the people they follow.

Here is a complete and refined guide to what Experiential Design individuals want from their leaders:

What Experiential Design Individuals Want from Their Leaders

Core Need: Emotional safety, personal connection, affirmation, and relational support

1. Authentic, Caring Leadership

Experiential individuals want to feel like their leaders genuinely care about them—not just as employees, but as human beings. They are sensitive to tone, energy, and authenticity, and they will quickly notice when care is performative or absent.

They thrive under leaders who are warm, approachable, and emotionally consistent—leaders who ask about their well-being and truly listen.

What This Looks Like:

• Leaders who check in personally, not just professionally

• A calm, encouraging presence—especially during stress or change

• Follow-through on emotional commitments (“I’m here if you need to talk”)

• Leaders who show compassion during conflict or failure

“If I know you care about me, I’ll go above and beyond to be part of your team.”

2. Relational Trust and Safety

They need to feel emotionally safe in their work environment. Harsh criticism, public correction, or emotionally unpredictable leadership will cause them to shut down or disengage. They work best when they trust that their leaders won’t shame, embarrass, or overlook them.

They want to feel safe to share their thoughts, express their emotions, and be themselves.

What This Looks Like:

• One-on-one correction handled gently and respectfully

• Space for vulnerability without fear of backlash

• Consistent encouragement and respect from their leaders

• Leaders who are emotionally grounded and slow to anger

“If I feel safe with you, I’ll bring you my honesty, creativity, and heart.”

3. Recognition and Appreciation

Experiential individuals often give emotionally—through support, inclusion, humor, or kindness. But this emotional work can go unnoticed. They need leaders who see and acknowledge their relational contributions, not just their tangible performance.

They thrive on personalized encouragement and gestures that affirm their value in the community.

What This Looks Like:

• Verbal or written notes of appreciation

• Affirmation not only for what they do but for who they are

• Celebration of their efforts to build team morale or support others

• Inclusion in decision-making as a sign of trust

“When you see and affirm what I bring emotionally, it makes me want to give even more.”

4. Freedom to Connect with Others

Experiential individuals love creating community. They need the freedom to engage relationally—to take time for conversation, laughter, encouragement, or simply connecting. If leadership is hyper-focused on efficiency at the cost of relationship, they’ll feel cut off from their strength.

They want to be empowered to build team morale and strengthen culture without being rushed or micromanaged.

What This Looks Like:

• Flexibility in schedule or environment that allows for relational touchpoints

• Encouragement to support coworkers emotionally or socially

• Trust to manage their own relational rhythms and energy

• Leaders who model relational engagement themselves

“Let me care for people and the work will take care of itself.”

5. Inclusion and Voice in Team Culture

Experiential individuals want to feel that they belong to something meaningful—and they want a say in shaping how it feels. If leadership is closed off, hierarchical, or dismissive of team input, they may feel invisible or undervalued.

They need leaders who involve them in creating a culture of warmth, respect, and shared purpose.

What This Looks Like:

• Leaders who ask, “What would make this more enjoyable or life-giving for you?”

• Freedom to help plan events, rituals, or morale-boosting initiatives

• Recognition for emotional leadership or team contributions

• Invitations to help solve interpersonal issues or improve team connection

“If I can help shape the team culture, I’ll be deeply invested in its success.”

6. Joy, Celebration, and Positivity

They are wired for experiential fulfillment, which includes lightheartedness, joy, and shared celebration. If leadership is relentlessly serious, negative, or emotionally distant, they’ll begin to feel drained. They need a positive emotional tonefrom their leaders and the space to celebrate wins—big or small.

What This Looks Like:

• Celebrations of birthdays, milestones, and team successes

• Encouragement to laugh, express themselves, and bring joy into the workday

• Leaders who use humor, creativity, or fun to lift the atmosphere

• Space to bring their full emotional selves to work

“Let it matter that we’re human—and let it be okay to smile while we work.”

Summary Table: What Experiential Design Individuals Want from Leadership

NeedWhat It Looks LikeCaring LeadershipWarmth, presence, and concern for emotional well-beingRelational SafetySafe spaces for honest expression, free from shame or harshnessRecognition & AppreciationAffirmation for emotional contributions and team-building effortsFreedom to ConnectSpace to build relationships and support others relationallyInclusion in CultureVoice in shaping the emotional and social experience of the teamCelebration & JoyLeaders who embrace fun, celebration, and a sense of shared happiness

Final Thought:

Experiential Design individuals want to belong to something emotionally meaningful.
They thrive under leaders who see their heart, respect their emotional contributions, and build relationally rich cultures. When they are appreciated, connected, and empowered, they become catalysts of joy, unity, and lasting morale.

Experiential Design leaders, driven by the Fulfillment motivational drive, lead with emotional presence, relational depth, and a desire to create meaningful, life-giving environments. They are highly attuned to how people feel and how work impacts the heart—not just the output. They care deeply about connection, experience, and culture, and they want followers who bring warmth, openness, and joy to the workplace.

They’re not just building teams—they’re building families, atmospheres, and shared memories. And they need others who can help carry the emotional and relational weight of that mission.

 What Experiential Design Leaders Want from Their Followers

Core Need: Emotional presence, relational loyalty, culture-building, and shared joy

1. Genuine Connection and Relational Engagement

Experiential leaders thrive on real relationships. They want followers who are open-hearted, friendly, and willing to connect. Small talk, shared laughter, checking in—it all matters. If someone stays emotionally distant, cold, or task-only, they’ll feel disconnected and discouraged.

They want to work with people who bring warmth to the space and show interest in others.

What This Looks Like:

• Saying “Good morning,” asking how someone’s doing, following up personally

• Sharing your own emotional state when appropriate

• Laughing, celebrating, and expressing affection within appropriate boundaries

• Being part of the social fabric of the team—not isolated or aloof

“I don’t just want to get work done—I want to feel alive with the people I’m working with.”

2. Emotional Responsiveness and Care for Atmosphere

These leaders are extremely sensitive to tone, energy, and relational dynamics. They want followers who help maintain a positive, emotionally healthy environment. They’re not asking for forced happiness—but they do want followers who care about how others feel and contribute to a supportive team mood.

They are discouraged by negativity, coldness, or emotional immaturity.

What This Looks Like:

• Being kind and emotionally generous in your interactions

• Noticing when someone’s off and asking how they’re doing

• Choosing encouraging words over criticism in group settings

• Apologizing quickly when you hurt someone—even unintentionally

“We’re responsible for the atmosphere we create. Please help me keep it safe and kind.”

3. Joyful Participation and Positive Energy

Experiential leaders are driven by the feel of the work. They want people who can enjoy the process, bring energy, and celebrate life together—not just get things done. They love followers who show up with a smile, share stories, initiate connection, or organize something fun.

They value positivity, enthusiasm, and playfulness as much as technical skill.

What This Looks Like:

• Participating in team rituals, celebrations, or shared meals

• Bringing humor, lightness, and encouragement to meetings

• Looking for ways to make the experience enjoyable—not just efficient

• Being open to spontaneity, creativity, or social moments woven into the workday

“Let’s enjoy this. Life is too short to grind through everything with a grim face.”

4. Loyalty and Emotional Reciprocity

These leaders give emotionally—and they expect emotional return. They want followers who are loyal, present, and emotionally responsive. They form deep bonds with their teams and expect to be treated like people—not just managers. Disloyalty, emotional coldness, or gossip hurts them deeply.

They want relationships marked by trust, care, and mutual investment.

What This Looks Like:

• Checking in with them as a person, not just as your supervisor

• Offering affirmation or appreciation when they’ve helped you

• Not speaking negatively behind their back—coming directly to them when needed

• Being vulnerable, loyal, and relationally respectful

“If I’ve opened my heart to lead you, I need you to treat me like a person too.”

5. Willingness to Create Meaningful Moments

Experiential leaders are memory-makers. They want followers who help create shared joy, meaningful traditions, and moments that leave people better than they came. They are less interested in control and more interested in experience—and they expect team members to take ownership of creating meaning together.

They are energized by people who care about the culture and want to make work feel like something worth showing up for.

What This Looks Like:

• Offering ideas for team activities or connection points

• Suggesting ways to honor birthdays, wins, or milestones

• Creating beautiful, celebratory, or thoughtful moments

• Asking, “How can we make this feel more special for everyone involved?”

“Help me make this a place people love being a part of—not just a place to work.”

6. Gentleness, Gratitude, and Consideration

These leaders are often nurturing and emotionally generous, but also easily wounded. They want followers who treat them (and others) with gentleness, care, and kindness. Harshness, arrogance, or entitlement will create emotional distance and relational strain.

They need people who lead with appreciation, not aggression.

What This Looks Like:

• Saying “thank you” often and genuinely

• Using kind, thoughtful words when giving feedback or making requests

• Listening with patience and emotional openness

• Choosing compassion over performance pressure

“Lead with love. I don’t need perfection—I need presence, kindness, and heart.”

Summary Table: What Experiential Design Leaders Want from Their Followers

NeedWhat It Looks LikeEmotional ConnectionRelational engagement, friendliness, and presenceCare for AtmosphereEncouraging tone, emotional awareness, and relational maturityJoyful ParticipationShared celebration, humor, and lightness in the work experienceLoyalty and ReciprocityMutual care, personal investment, and respectful emotional bondsCultural OwnershipContributions to rituals, memories, and meaningful team momentsGentle and Grateful PostureKindness, patience, and appreciation in everyday interactions

Final Thought:

Experiential Design leaders don’t want followers who only deliver—they want followers who help create connection, joy, and meaning.
If you bring kindness, presence, energy, and loyalty, they will lead you with heart, include you in their inner circle, and build a culture where everyone feels known and loved.