Let Her Lead
Empowering Others: The True Measure of Influential Leadership
One of the most powerful things we can do as leaders is learn to listen.
Not just listen to respond, but listen to understand. Listen to different perspectives. Listen to the people closest to the work. Listen when someone sees an opportunity we haven't considered. And, sometimes, listen when the answer isn't the one we expected.
I believe great leadership requires flexibility. It requires the humility to recognize that we don't always have to be the one with the best idea or the final answer.
Sometimes, the most influential thing a leader can do is create the space for someone else to lead.
If you hire a leader, let her lead.
Women in leadership are often brought into organizations because of their experience, vision, expertise, and ability to create change. Yet too often, they are given the title and responsibility without being given the autonomy to truly lead.
They are asked to deliver results while being second-guessed along the way.
They are given responsibility without authority.
They are encouraged to innovate, but questioned when they do things differently.
That isn't empowerment.
If you trust someone enough to hire them into a leadership position, trust them enough to give them the room to lead.
That doesn't mean there shouldn't be accountability. Strong leaders welcome accountability. It means setting clear expectations, establishing the goals, providing the resources, and then allowing that leader to use her experience and judgment to determine how to get there.
Trust and accountability can exist together.
In fact, they should.
And when she succeeds, give her more room—not less.
Success should build trust.
When a leader demonstrates that she can build a team, solve problems, navigate challenges, make thoughtful decisions, and deliver results, the response shouldn't be to tighten the reins.
It should be to loosen them.
Let her grow.
Let her make decisions.
Let her try something different.
Let her build something that may look different from what came before.
That is how leaders grow, and it is how organizations grow.
I also believe influential women have a responsibility to create that same space for other women.
We know what it feels like to have our judgment questioned, our ideas overlooked, or our authority limited. We also know how powerful it can be when someone says, "I trust you. Go lead."
So let's be the leaders who say it.
Let's listen more.
Let's stay curious.
Let's be flexible enough to change our minds.
Let's give talented people the opportunity to own their work.
And when we see a woman succeeding in leadership, let's not put a ceiling over her simply because she has reached the level we once thought was enough.
Give her the room to go further.
Influence isn't about how many people we control.
It is about how many people we empower.
The most influential leaders I know aren't afraid to share the spotlight. They aren't threatened by strong voices around the table. They don't need to have every answer.
They create leaders.
They open doors.
They listen.
They trust.
And when they hire someone to lead, they have the courage to step back and say:
"I hired you because I believe in you. Now, go lead."
