“…I know the names and faces of nearly 20’000 of our employees.” – Leena Nair (CEO of Chanel)

„I love knowing people.“

A sentence that almost feels out of time. It comes from Leena Nair, the CEO of Chanel, and it stands out—because many know that the higher you rise in an organization, the harder it becomes to build genuine relationships.

Distance grows automatically. Filters emerge. Encounters become more formal.

In organizations, we talk about human resources, cost centers, headcount, FTEs, and efficiency ratios. People are counted, planned, and optimized—rarely truly meant.

All the more refreshing when a CEO openly says:

I love knowing people.

Leena Nair reportedly knows around 20,000 names and faces of employees at Chanel. She remembers life stories, contexts, and backgrounds—not because it is expected of her, but because she is genuinely interested.

Under videos of her, the same comments appear again and again:

„For someone like her, I would love to work.”

„So proud to work for Chanel, an outstanding leader she is.”

Why does this resonate with so many people? Because it offers a counter-narrative to a working world in which people are often reduced to functions.

Research clearly confirms this effect. Studies on perceived recognition and Leader–Member Exchange show that employees who feel recognized as individuals demonstrate significantly higher commitment, motivation, and ownership—independent of compensation or title.

Or put differently: People don’t perform more because they are managed better. They perform more because they feel seen.

Closeness is not sentimentality. It is a leadership tool. Those who know people understand systems better. Those who understand context make wiser decisions. And those who are not treated merely as resources contribute far more of themselves.

There is nothing revolutionary about this. It is simply genuine interest in people. And that is exactly why so many think:

That’s someone I would want to work for.