The True Nature of Support: Leonardo Freixas on Transactional vs. Genuine Relationships

In a recent LinkedIn post, Leonardo Freixas explores the often-unseen dynamics of professional relationships and the true meaning of support. Freixas challenges the common perception of support, suggesting that much of what appears to be genuine backing is, in fact, transactional, lasting only as long as there is a direct benefit to the supporter.

The post begins with a stark observation about how relationships are tested when one party no longer provides a tangible advantage. Freixas writes:

“You learn who believed in you the day you stop benefiting them. Most support isn’t fake. It’s rented.”

Freixas elaborates on the conditions under which this ‘rented’ support typically thrives. According to the author, these relationships often persist when there’s a clear incentive, such as an ongoing project where your contribution is crucial, the prospect of a promotion that benefits the supporter, or a team that still relies on your leadership.

The Transactional Nature of Conditional Support

According to Leonardo Freixas, the departure of an individual from a situation where they were previously beneficial can serve as a critical litmus test for the relationships they cultivated. As Freixas points out, this departure isn’t necessarily an ending, but rather a revelation of the relationship’s underlying nature.

“Then you leave. Months later, a message arrived. ‘I saw what you’re building. Proud of you.'”

This anecdote, shared by Freixas, illustrates a scenario where support transcends the transactional. The message received, devoid of any request for a favor, referral, or hidden agenda, signifies a different kind of connection. Freixas highlights the purity of this encouragement, noting that it came without any expectation of return.

Identifying Genuine Encouragement

Freixas argues that this type of unprompted, selfless encouragement is a hallmark of genuine belief. The author contrasts this with relationships that dissolve the moment the benefits cease. The key differentiator, as presented by Freixas, lies in the sustainability of the connection beyond the immediate utility.

“No favor. No referral. No hidden ask. Just encouragement. Leaving didn’t end the relationship. It revealed what the relationship had been all along.”

In Freixas’s view, the leaders who leave a lasting impact are those whose belief in others remains steadfast, irrespective of whether there is a ‘transaction’ to be had. This perspective encourages a re-evaluation of professional networks and the nature of the support we offer and receive, emphasizing authenticity and enduring encouragement over conditional assistance.