Are you aligned?

Are you aware of the power dynamics in your organisation?

As a leader, you hold a position of power and you can use that power to control, limit and protect your own authority. This may deliver short-term results and enable quick decision-making but in a crisis, a more directive approach can be exactly what is needed. If your ambition as a leader is to foster creativity, innovation, risk-taking, learning and growth, you need a different approach. You will need to be willing to share power, create space for different perspectives and empower others to take ownership.

This requires the courage to step back, the humility to recognise that you don't have all the answers, and the wisdom to understand that your success as a leader is not measured solely by what you achieve yourself. When you create the conditions for people to think independently, challenge assumptions, take considered risks and learn from mistakes, you unlock far more than your own capabilities.

““A bird sitting on a tree is never afraid of the branch breaking, because its trust is not on the branch but on its own wings.””

— Anonymous

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Influence, not validation

Throughout history, people with status, wealth, and power have made both extraordinary decisions and costly mistakes. We are all human, so having power does not make us immune to bias, emotion, or flawed judgment. This is an important lesson for anyone seeking to influence others. Our purpose is not to prove how intelligent we are or how right we are. Our purpose is to make a positive contribution and create value where we can. When someone else holds the authority to make a decision, our role shifts. Whether we are leaders, consultants, coaches, or change agents, we must focus on influence rather than validation.

In many ways, the dynamic becomes similar to that of a customer and a salesperson. It is not the decision-maker's responsibility to buy into our idea; it is our responsibility to communicate its value in a way that resonates with their priorities and concerns. I think this requires empathy, curiosity, and an understanding of what matters to them, not what matters to us. Present the evidence, explain the benefits and be realistic about the costs and trade-offs. Treat people as capable adults and try to avoid the temptation to demonstrate how much you know or how right you are. Then focus your energy where it can make a difference, change what you can change, and influence what you can influence. It’s important to make peace with what is beyond your control as that is often where effective leadership begins.

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Setting the stage

How do you lead others who don’t share the same life experiences as you?
The challenge for leaders is to take everyone on the journey, not just those who are like them. My definition of leadership is when others choose to follow you in the absence of power, authority, or position, because they believe in you and the direction you want to take them. I think many people report to bosses, but not necessarily to leaders. Leaders may not hold formal power, but they have the influence to inspire and move people. As leaders, we must invest time in learning about the lived experiences of others.

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