The Power of Showing Up as a Whole Human: What Modern Work, Leadership, and Real Connection Really Look Like

              By Kiarni Hall, Business Operations Manager, Harcourts Queensland

The last few weeks have been some of the hardest I’ve had since becoming a working mum.

Our home was on the receiving end of the two large storms that rolled through SEQ and my two-year-old has been sick with different daycare viruses across the last few weeks — which any parent knows means long nights, cancelled plans, and juggling the relentless realities of home and work in a sleep-deprived fog.

My days blurred into disinfectant wipes, rescheduled meetings, and an inbox that didn’t get the memo that I was out of the office. And beneath all of that was a quiet guilt humming in the background: the guilt of stepping back from work to do the most important job of all — parenting.

Ironically, I had recently taken my first weekend away with girlfriends since becoming a mum. That time helped refill my cup, and by luck that particular week seemed like it was lighter.

But emotionally it didn’t feel that way. And it stirred something I’ve been reflecting on for a long time — the way so many of us carry invisible expectations, self-imposed pressure, and a sense that we need to “show up” perfectly in every area of our lives.

It’s something I hear echoed across so many different people and circumstances. The working parent worried they’re dropping the ball. The stay-at-home parent feeling compelled to justify their day.

The adult child stepping back from commitments to care for a loved one. Couples without children pushed to explain their choices. Anyone taking time to rest or recover feeling pressure to prove they’ve “earned” it.

This isn’t just a parenting issue.

It’s a human one.

And it has made me think more deeply about what real connection in the workplace looks like — not the surface-level kind built on corporate slogans or posters on the wall, but the kind built through honesty, vulnerability, and genuine relationships.

Eighteen Months at Harcourts QLD: Realising What Support Actually Means

Eighteen months into my journey with Harcourts Queensland, that idea of connection has become central to how I see my role. The state support team doesn’t sit above or outside the network — we feel like an extension of the teams within our offices. We’re not separate; we’re side by side.

Last week that was made clearer than ever. I was invited to Harcourts Property Centre to share a talk I delivered at the Harcourts Inspirational Women’s event. It could have been a routine stop. Instead, it became a morning of connection — coffee with the team, laughter, a hug, small moments that reminded me why I love what I do.

Over the past year and a half, I’ve shared wins with our offices, sat with teams in challenging seasons, and spent countless hours visiting people where they are. Those interactions — big and small — have built depth. Depth in relationships. Depth in understanding. Depth in how I can contribute.

This year, something small but meaningful has stood out to me: the number of invitations our state support team has received to office Christmas parties. People don’t invite you into their celebrations unless you’ve made a genuine impact. For me, those invitations have symbolised trust — and trust is the currency of meaningful leadership.

Why This All Matters: Humanity Is Not a Weakness — It’s a Leadership Strength

Reflecting on these past few weeks — the house insurance claims, the sick child, the juggle, the guilt — alongside my experience within Harcourts, one truth has crystallised for me:

The way we show up as humans deeply shapes the way we show up as leaders.

When we allow ourselves to be honest about the juggle, others feel less alone.

When we invest in real relationships, work becomes meaningful instead of transactional.

When the line between “support” and “team” blurs, partnership begins.

And when we stop rewarding perfection and start valuing presence, compassion, and authenticity — people thrive.

We talk a lot about culture, retention, engagement, and performance. But at the heart of all of it is something simple: people want to feel seen. Not just for what they produce, but for who they are and what they navigate outside the office walls.

The Real Benchmark: Doing Our Best, With Grace

Some days, doing our best looks like smashing deadlines, nailing presentations, and conquering the to-do list. Other days, doing our best looks like holding a sick toddler at 3am, choosing rest, or showing up gently instead of heroically.

Both are valid.

Both are enough.

Both deserve space in the story.

Eighteen months into my role, I’m grateful — for the openness of our offices, the trust that has grown, and the sense of belonging I’ve found. But I’m also grateful for the lesson these messy, imperfect weeks have taught me:

Leadership is not about doing it all.

It’s about showing up — honestly, humanly, compassionately — and building relationships that make the work meaningful.

Because at the end of the day, the work matters.

But it’s the people who make it matter.