Many of us have worked with people who made it a struggle to convey our strategy, plans, or vision. These individuals might push you back to the drawing board—not because they’re necessarily right, but because your thinking didn’t align with their patterns. The endless discussions can become exhausting, leading to no movement on their side. I’m not saying my way is the only way, but it can be frustrating when progress stalls.

On the other hand, the best people I’ve worked with—whether it’s my boss, colleagues, or employees—have had a “can-do” approach. That doesn’t mean they blindly agree or commit. On the contrary, they engage with the idea and empower me. They take a raw concept and help refine it into the right scope, strategy, or execution plan. Or, they help me understand why a plan won’t work without making me feel stupid. These people are enablers, and they help move things forward.

But as leaders, isn’t it our job to create this kind of innovative, empowered, and accountable environment?

How to Create an Empowered Environment

Remember, First movers—the ones who present their ideas, plans, or thoughts first—are always vulnerable. Nobody wants to feel stupid, get crucified by the crowd, or be blamed for failures. It’s just less risky to comment or criticize later.

As leaders, we need to recognize this and create a safe space for ideas.

• Assume Positive Intent: Approach each idea with the belief that there’s something valuable in it, even if it’s not fully formed. This mindset encourages better thinking and creativity. If ego or frustration arises, reflect on why, and address it strategically, perhaps in a separate conversation.
• Ask the Right Questions: Instead of saying, “this won’t work,” offer a different scope or constraints to make the idea clearer. Lay out the trade-offs between different approaches and verify if you’ve fully understood their perspective. This shifts the conversation from rejection to problem-solving.
• Reframe Criticism as Curiosity: Instead of saying, “I don’t understand,” try, “Help me understand this better” or “If I understand correctly, you’re suggesting X, is that correct?” This keeps the conversation open for further exploration without shutting it down.
• Take Partial Ownership: When reviewing an idea, treat it as if it were your own. What problem is it trying to solve, and why? How would you improve it? Taking ownership helps guide the idea to success instead of dismissing it out of hand.
• Embrace Failures: Failure is a valuable opportunity to learn and grow. However, if not managed properly, it can lead to a risk-averse culture where innovation stalls and execution slows down. However, it’s crucial to monitor the frequency of major failures.
• Fast is Better than Perfect: Encourage people to bring forward partially formed ideas and foster an MVP-driven planning and execution mindset. This approach enables your organization to learn and improve based on real data and feedback, rather than delaying progress in pursuit of the perfect solution.

Ultimately, it starts with you as the leader. A leader’s voice, especially at the top ranks, echos 100 times louder than others. Even slight deviations from these guidelines can create unintended, significant ripple effects.

Culture is a direct reflection of leadership. Keep a close eye on the leaders in your organization who aren’t aligned with this mindset, and take action to correct it before it influences the broader environment.