On a work trip last year I was on a plane, sitting next to a woman who was telling me about the challenges she faced at work and with her teams. She ran three medical practices with a range of different medical practitioners and support staff. Her challenges sounded oh-so familiar to me – so our conversation flowed. I knew all too well how tricky team dynamics are, and I could practically see the weight of it all on her shoulders.
Then she turned to me and asked what I do. I explained that I help leaders steer their teams, build their team culture and achieve outcomes, while also helping them build their skills to have difficult conversations, set boundaries and build their confidence.
At which point she turned to me, head tilted, genuinely curious:
Soooo…who would those people be…exactly?
It threw me for a moment. I thought it was obvious that it was people just like her.
But then it dawned on me:
This woman didn’t see herself as a leader!
And she’s not the only one.
I work with CEOs and leadership teams all the time, and I love seeing the changes they make to the ways they lead and the impact this has. I also know that there are so many people who could do with my help but don’t really see themselves as ‘leaders’.
And I’ve wrestled with it too.
How do you help people who might think only they struggle with a challenge, or who don’t know there is help available? In marketing-speak these are people who are not yet solution-aware, or maybe not even problem-aware. That is, they haven’t pinpointed why things feel so hard or what steps they can take to change things, often because they’re buried deep in the daily grind.
And I’m really focusing on finding these people this year.
I’m focusing on them because I’ve been doing this work for over 20 years, and I KNOW that it’s these very leaders, the people who don’t even think of themselves as leading, who most need my work.
Who are they?
- Team managers ‘just’ keeping the wheels turning
- Small business owners who suddenly have people depending on them
- The ‘get-it-done’ people deep in the trenches handling everything from client requests to staff drama.
The best leaders don’t always see themselves as such.
First I want to flip the script. This month we’re focused on setting ourselves up well for the year ahead. Instead of setting lofty goals or focusing on what you’re not doing with your team, let’s start this year with this:
What (leadership) strengths have already helped you and your team succeed?
Take a moment to jot down:
- A challenge your team faced last year and how you handled it.
- A small decision you made that made work better for someone.
- A moment when someone came to you for advice—and you gave them what they needed.
This isn’t just an exercise in feel-good reflection (although I hope it feels good). It’s about realising that you already have skills and instincts that help you lead.
Did what you found surprise you? Not me.
And once you see that clearly, here’s the next question:
What kind of leader do you want to be this year?
You don’t need to look for groundbreaking answers here. Maybe it’s a leader who communicates clearly, or builds trust, or who sets the tone for a calmer, more productive team.
This week, take a moment to share that vision with your team. It doesn’t need to be formal—just a quick chat to set the tone for the year ahead. How you show up matters—let’s make 2025 the year where you decide to lead.
All good things,
Juliet Robinson
Leadership and Change Specialist
Here’s how I can help you now
The most powerful tool a leader can acquire is self-awareness. I’ve been doing Team Management Profiles (TMPs) for a long time, and I never get tired of the literal transformation in leaders once they have this knowledge of themselves. You can book one + debrief with me.