Most leaders still believe people give their best because they’re told to be excellent.
They don’t. In all my experience, I know that people like you and me don’t give our best because we are told to be excellent. People give their best when they feel safe, respected, trusted — and when they share a vision that makes them proud of what they achieve together.
I was reminded of this shortly after delivering a keynote on inspiring leadership. During the break, a newly promoted VP named Ryan approached me.
Ryan had just stepped into the role after two years with his company and saw the promotion not as a reward but as a responsibility. He wanted to build a high-performing, creative team that trusted one another. He told me he was especially drawn to the idea of leaning into emotional intelligence — something I had spoken about on stage.
Ryan knew he was a good leader. He felt that, and others had also told him. And he did just get a promotion. But Ryan also knew and accepted he could be better. For example, a recent 360 assessment identified that team engagement and responsibility were two opportunities for him to work on. His 360 scores were not terrible, but he knew “good” wasn’t the same as great and these were two areas he felt he could have noticeable and impactful growth that would benefit himself, the team he supported, and the organization.
Here’s what made Ryan unusual. Ryan didn’t have a budget for coaching but he was every leadership coach’s dream client. He was self-aware and he saw that getting better also meant change. Ryan also accepted that change meant breaking some old habits and learning some new habits.
I’ve always tried to keep an open-door (or open-phone) policy, so we spoke a few times. Informal conversations. I suggested a few things he could try and books he might want to read. It’s a privilege to witness how a simple conversation can ripple outward, inspiring change and fostering growth within individuals, teams and organizations. What happened next is something I truly appreciate.
What happened next is something I truly appreciate. Ryan recommended me as a speaker at their next executive year-end meeting. It was truly an honour to be able to customize a half-day executive training event for Ryan and his peers.
We focused on one central theme: How leaders create environments where people feel safe, respected, trusted — and proud of what they accomplish together. From there, we moved into practical discussions about how each executive could embed those habits into their culture.
Today, Ryan is doing well. He is leading a team that has some of the best employee engagement and employee satisfaction results in his company. Ryan is also continuing to build a reputation as a trusted, compassionate, results-focused and creative leader.
All because Ryan was willing to start with a conversation.
If you’re looking to unlock stronger communication, build leadership resilience, or spark new energy within your team, I’d welcome an informal conversation. Because sometimes the most meaningful breakthroughs don’t begin with a budget… they begin with a leader who’s ready to grow.