For years, I believed leadership was about following and applying the best practices —setting a direction, ensuring efficiency, and minimizing chaos. It was about getting things done, ensuring predictable outcomes, and keeping everything running smoothly.
And surprisingly, most of the time it worked. As a tech leader, I was comfortable navigating structures, optimizing workflows, and making things efficient.
But something was missing.
I remember leading a team that delivered results but lacked engagement. People followed plans but hesitated to take ownership. Discussions were full of ideas, yet decisions felt top-down. They knew that if they didn’t deliver, I’d correct them, take action, and make the decisions myself. I had stripped them of responsibility.
I started to wonder: What if leadership isn’t about setting control checks at all? What if it was about creating space for others to lead?
Leadership Is About Making Work Serious Fun
Somewhere along the way, work became synonymous with stress, pressure, and expectations. But I believe work should be a space of serious fun—not mindless entertainment, but engagement in something meaningful. A space where people feel challenged yet supported, where they take ownership of their work not because they’re told to, but because they care.
As a leader, I strive to wake people up to what’s important to them. I ask questions that make them reflect: What do you care about? What’s meaningful in your work? How can I support you in making that happen?
When people feel heard, when their ideas matter, when they have space to contribute, work transforms from a burden into something energizing.
People Don’t Need Permission to Lead
Too often, leadership is framed as empowerment—as if people lack power and need to be given it. But real leadership isn’t about giving people power; it’s about helping them see the choices they already have.
Instead of handing out solutions, I ask: What do you want to do about it? I don’t provide a roadmap; I help people define their own. True leadership is about holding up a mirror, helping others see their own agency and take ownership of their actions.
Leadership Is Translating Personal Motivations into Team Goals
One of the most overlooked aspects of leadership is alignment—not just between strategy and execution, but between personal motivations and organizational objectives. People aren’t motivated by vague company visions; they’re motivated by what personally matters to them.
My role as a leader is to bridge that gap. Instead of pushing a company agenda, I help people see where their personal goals intersect with team and company goals. I show them why their work matters—not in some abstract way, but in a way that is deeply personal to them. When people feel that connection, engagement happens naturally.
Early Clarity Prevents Late-Stage Chaos
People thrive when they know where they’re going and why. I believe in showing directions, not micromanaging. Leadership isn’t about control; it’s about clarity.
I communicate priorities early, ensuring that my team knows what truly matters. I also believe in early feedback—not just at formal review cycles but continuously, in the flow of work.
Feedback isn’t about evaluation; it’s about learning and growth. When given with care and intention, it’s a tool for development, not judgment.
Leadership Is Supporting Growth, Not Forcing It
Too many leaders focus on pushing people toward growth, expecting results without creating the conditions for learning. But real growth isn’t forced—it’s nurtured.
I help people see how they’ve grown compared to yesterday, not just in terms of company metrics but in their own learning journey.
Growth is often invisible to the person experiencing it, so I make it a point to reflect it back to them: Look at where you were a month ago. See how much you’ve developed?
Leadership Is Trusting Others to Lead
Traditional leadership assumes trust must be earned—that people must prove themselves before being given responsibility. But I’ve learned that trust isn’t something you build; it’s something you start with.
When people are given trust upfront, they step into responsibility naturally. When they feel supported rather than judged, they are more willing to take initiative.
Leadership isn’t about making people do things—it’s about being there for them, so they can step up when they’re ready.
My Leadership Training Philosophy
I don’t just teach leadership—I help leaders create teams where people can take responsibility, make meaningful choices, and find fulfillment in their work—not because they have to, but because they want to.
Leave a Reply