This article argues that leaders should balance data-driven decision-making with understanding human factors affecting customers, employees, and communities. It contrasts "leading with people" versus "leading with data," suggesting that while metrics like productivity and revenue are readily available and useful, they miss crucial human motivations and needs. The piece uses examples like furniture sales data (showing increased sales but missing customer preference for sustainable materials) and Dan Price's decision to implement a $70,000 minimum wage at Gravity Payments after learning about employee financial struggles. The article claims that human-aware leadership leads to better employee motivation, customer engagement, and business outcomes, recommending that leaders actively seek diverse perspectives and look beyond numerical data to understand the people their decisions impact.