Empty Barrels Make the Most Noise

There is this moment when I'm standing at a traffic light and a red Ferrari pulls up, and I think – really? That's the same feeling I get when I come across some managers or even businesses not backing up their 'loud' claims with action. They talk a big game about innovation and collaboration, yet their internal dynamics tell a different story. Instead of nurturing a vibrant and open environment, they set up barriers that block innovative ideas from reaching decision-makers or creating a space for a more efficient and effective approach.

In no way are these people bad leaders; they’ve just taken the ‘fake it till you make it’ mantra too far. One of the most pivotal characteristics any leader must have is the ability to recognise strengths and weaknesses in others – and more importantly – in themselves. Knowing what you don’t know is a superpower, a superpower you should not be afraid of.

Collaborative Enablers

Being a collaborative enabler who makes their team feel important allows you to be an exceptional leader. Inexperienced leaders often make the mistake of thinking they must make themselves irreplaceable once reaching a certain level in a company. They do this by creating structures and walls around the tasks they are responsible for and the decisions they make. What they fail to realise is that what makes them irreplaceable is how much their teams support and respect them. It’s not just about targets, individual wins, being the loudest at a meeting, or the centre of the room. The smartest leader is usually much like an understated luxury bag – no screaming logo saying, “Look at me, I’m Gucci.”

Take the time

Take the time to assess your surroundings and ask yourself three key questions:

1. How do I make my environment more collaborative for the people around me? Create a safe place to exchange ideas and voice concerns. This means fostering an atmosphere where team members feel valued and heard, encouraging open dialogue without fear of retribution. When people feel safe to share their thoughts, it leads to more innovative solutions and stronger team cohesion.
2. Celebrate the mistakes, not just the wins. Mistakes are how we get better. Instead of penalizing errors, view them as learning opportunities. Encourage your team to analyze what went wrong and how it can be improved. This approach not only builds resilience but also fosters a culture of continuous improvement and growth, where team members aren't afraid to take risks and think outside the box.
3. How do I act as an enabler of the business I am in through my department or level of responsibility? Focus on removing obstacles and providing the necessary resources and support for your team to succeed. This involves being proactive in identifying potential roadblocks and working to eliminate them, as well as empowering your team by delegating responsibilities and trusting them to make decisions. By acting as an enabler, you help create a more agile and responsive organisation that can adapt quickly to changes and seize new opportunities.

Practice these three key concepts with a focus on people, and you will see results. Not just in them, but in yourself.

In the grand scheme of business, leaders who act as enablers rather than blockers create an environment where innovation and collaboration thrive. By recognising your own limitations, celebrating mistakes, and fostering a safe space for idea exchange, you can transform from merely managing a team to truly leading one.

Support and Respect

Remember, leadership is not about being irreplaceable through control, but being invaluable through support and respect. Embrace the Ferrari mentality—stand out by enabling others, not by putting up barriers. Practice these principles, and you’ll not only elevate your team but also yourself, driving your organization forward with the horsepower of genuine leadership.