A leader makes people feel safe. A boss makes people feel insecure.

It sounds simple, but in practice you see how often things go wrong.
I speak to many people who feel stuck in their work, not because they are incapable or unmotivated, but because they work in an environment where they do not feel free to speak their minds. What I observe in such situations is common across all kinds of organisations and often relates to the way leadership is exercised.
And that determines how much people actually show of what they think and are capable of.

As soon as a manager is primarily concerned with protecting their own position or proving they are right, the dynamic changes. People become more cautious, are less likely to share ideas and say what they really think less often. Not because they have nothing to say, but because it doesn’t feel safe.
And that can have consequences: the much-desired innovation slows down, growth stagnates, or people mentally disengage or choose to go and work elsewhere.

The conversation disappears beneath the surface. Frustrations are discussed and confirmed amongst themselves, but are no longer voiced where it matters. On the surface, things seem to be going smoothly, whilst people are withdrawing and taking less initiative. After all, you don’t voluntarily stick your head in a hornet’s nest.

I see the opposite as well. Leaders who focus on finding the best solution rather than proving themselves right, who create space for ideas, discussion and different perspectives. People feel heard in such an environment, and this is reflected in their energy, collaboration and results.

In many teams, there is someone who does try, someone who has the courage to point out what could be improved, either one-on-one or at precisely the moment it matters, in a meeting for example. But if that space is lacking, that person is quickly seen as difficult or overly critical. Change fails to materialise, someone drops out or eventually disappears.

What remains is a team that conforms and takes fewer risks, exactly the opposite of what is needed to grow. And in the meantime, the emphasis often remains on growth and results, whilst the underlying dynamics remain untouched.

Leadership that focuses on the leader(s) themselves reduces that space. Leadership that focuses on the team, on the other hand, increases it. That difference isn’t found in grand statements, but in small moments: how you react to mistakes, how you listen, and whether people feel free to say something that might not be popular.

That is where culture is born.

If you take an honest look at yourself: what space do you create, and/or what happens in your organisation to people who speak their minds?