From answers to ownership: a leadership shift for complex times
In many organisations, leaders are still expected to bring answers, solve problems quickly and keep things moving. There are moments when clarity, direction and decisiveness are exactly what is needed.
However, some leadership decisions happen in conditions where there is not one ‘right’ answer but multiple options, all with pros and cons! Leaders describe navigating competing priorities, changing expectations, stakeholder needs and uncertainty. In this context, one useful shift a leader can make is from believing they need to have the answer, to recognising the opportunity to create the conditions in which others can think well, contribute fully and take ownership.
This is where a coaching approach to leadership becomes valuable. At its simplest, it means listening in a way that helps people think, asking questions that open up rather than close down possibility, and supporting people to make sense of their own challenges before moving to action. It does not mean withholding advice when advice is needed. It means becoming more intentional about when to direct, when to challenge, when to listen and when to create space.
In our executive coaching and leadership development work, we often see how this shift builds confidence, awareness and ownership over time. It also creates more capacity for the leader, who is no longer carrying the thinking alone and can garner other perspectives and ideas to inform next steps. For organisations, this supports stronger leadership pipelines, more mature teams and greater shared responsibility for performance.
One question for reflection: what’s most important here?
This is one of the themes we explore in our white paper, Leaders Who Coach: Creating the conditions for thinking, ownership and performance, where we look at how coaching can move from an individual skill to a wider leadership and organisational capability.
If you're interested in finding out more, contact: rosie@sweetmansandpartners.com