Harry Kraemer is a clinical professor of leadership at Kellogg and executive partner with the Chicago-based PE firm Madison Dearborn Partners. He used to be CEO of Baxter International. In an article on Kellogg Insight, Kraemer asks:

“How many of you know the name of the receptionist, when you walk into the building? How many of you, when you go in the cafeteria, know the names of everybody? And how many children they have? And when you’re talking to the maintenance folks, do you know their favorite sports team and thank them for everything they are doing?”

When you can relate to others, he says, you make it easier for them to relate to you.

But how much is this worth to a highly capable and focused executive who is already excellent at his or her job? Is it really worth the time it takes?

I’d argue yes.

You can make someone do what you ask, but you can’t make them enjoy working for or with you. You can’t order them to bring their best self to work every day.

True, you can fire them if their performance doesn’t meet your standards, but you can’t order them to perform at their highest possible level.

Relating to others (and vice versa) is the best strategy I know to bring out their best. The people who do this well attract and keep top talent. If and when they switch positions, others want to follow them.

When an executive skips all the “relatability stuff” and just puts his or her head down and works or focuses only on results, they get less from others. They often have weaker relationships. This is fine if you work alone, but if you lead others, it can be a true liability.

Here’s the problem: I can’t tell you exactly how much it costs you to ignore the advice I’m sharing today. Every situation is different. Perhaps you are so talented that you are already doing better than you ever hoped. Maybe your partners and/or boss are thrilled with you as you are.

I’m simply saying, you could be better. You may never be the most gregarious and outgoing person, but you can take the time to “see” other people and help them to know who you are, not just as a business associate, but as a full-rounded human being.