We’ve never done it that way before.

It might not work.

I’m not 100% sure what I’m doing.

Some people aren’t going to like it.

I’m afraid.

Five terrible reasons not to try something new.

Yet, I’ve heard all of them. And, if I’m being completely transparent, I’ve probably used a few of them myself at times – especially when I know I’ll have to lead out to try them. 

The reality is, if you’re going to lead, you’re going to have to get comfortable with some uncertainty.

You won’t always know how something will turn out. You won’t have every answer before you begin. And you certainly won’t have everyone cheering you on.

Some things you try won’t work. That’s almost guaranteed.

But you’ll learn something in the process.

And sometimes what you learn from what didn’t work will help you discover what eventually does.

Of course, I’m not advocating reckless decisions. Do your homework. Seek wise counsel. Consider the risks. Make the best decision you can with the information you have.

But don’t confuse being cautious with being unwilling to try.

I’ve learned that progress seldom comes from waiting until every question is answered and every fear is removed. Sometimes you simply have to take the next step and figure out a few things along the way.

And here’s something else I’ve learned.

The longer you wait for perfect conditions, the easier it becomes to convince yourself not to do anything at all.

Leader, don’t let the possibility of failure keep you from the opportunity to make a difference. You may not be ready for everything that comes next. But you might be more ready than you think.

Try something.

The post Five Terrible Reasons Not to Try Something New appeared first on Ron Edmondson.

From the outside, the answers often seem obvious.

Why don’t they just make the decision? What’s taking so long? I know what I would do.

And then you become the person responsible for making the call.

Suddenly, you realize there are people involved. Relationships to consider. Consequences that may not be immediately obvious. Information you can’t always share with everyone. Budgets that have to be met – from every area of the organization.

And sometimes there isn’t a perfect answer. Just several options, each with a different set of challenges.

I’ve learned this in business, government, and ministry. It’s one thing to have an opinion about a decision. It’s another to carry responsibility for the outcome.

This doesn’t mean leaders are always right. We’re not. I’ve certainly made my share of bad decisions.

Leaders need accountability. We need people willing to challenge our thinking and help us see what we’re missing.

For those of us sitting in the decision-making seat, we still have to listen, seek wise counsel, and make the best decision we can.

But at times I’ve wished for a little more grace to those who have to make difficult decisions.

Ultimately, leadership isn’t about having the authority to make decisions. It’s about accepting the responsibility that comes with them.

The post Leadership Looks Different When You’re in the Seat appeared first on Ron Edmondson.

Not before they’re capable. Not without adequate training or support. But before they’re completely comfortable.

Some things can only be learned by actually doing them.

You can send people to conferences, recommend books, provide training, and let them watch you lead. All of those things are valuable.

But eventually, they need the chance to try it themselves.

Here’s what I’ve learned.

It will stretch them. And it will stretch you.

They’ll have questions. They’ll make some mistakes. And probably do a few things differently than you would have done them.

You’ll have to resist the temptation to step in and take over. You’ll need to coach, encourage, give feedback, and sometimes allow them to struggle through finding a solution.

That’s not always easy. Especially when you know you could do it faster yourself.

But remember, the goal isn’t simply to get the task done. It’s to develop people who can lead without you.

And there’s another reason I believe this is important.

If you wait until someone feels completely ready, you may miss the opportunity altogether.

The need may pass. The window may close. Or the person may never develop the confidence to take that next step.

Confidence often comes on the other side of experience, not before it.

Certainly, we need wisdom in knowing when someone is ready enough. We shouldn’t set people up for failure. But we also shouldn’t allow our desire to protect people from difficulty to keep them from growing.

Sometimes the greatest gift you can give an emerging leader is an opportunity that’s just a little bigger than they think they can handle.

Give them the chance. Stay close enough to coach them. But let them lead.

You may discover they’re more capable than either of you realized.

The post Give People a Chance Before They’re Fully Ready appeared first on Ron Edmondson.

Some leaders try to drag them, force them, or boss them around if you have the power. You may even get them to comply.

But true leadership involves following. And that takes a willing participant.

Which makes casting an engaging “why” so important in leading others.

People may do what you tell them because you have the title or sign their paycheck. But they’ll give much more of themselves when they understand what you’re trying to accomplish and why it matters.

One of the mistakes leaders make is assuming everyone else is as excited about an idea as they are. We’ve been thinking about something for weeks, maybe even months. We’ve wrestled with the problems, considered the opportunities, and imagined what could be.

Then we announce the decision and expect everyone else to get excited immediately.

And when they don’t, we label them resistant to change. Sometimes they are. But sometimes we simply haven’t led them well.

People need more than direction. They need a reason to want to move in that direction.

They need to understand the problem we’re trying to solve. People need to see what could be better. They need to know how their contribution matters.

And they need opportunities to ask questions, offer input, and even challenge our thinking. That takes more time than simply telling people what to do. But it’s also how people begin to own the vision rather than merely comply with instructions.

Of course, not everyone will agree. Some people won’t follow regardless of how clearly you communicate. And leaders still have to make difficult decisions.

But before you assume people are unwilling to follow, ask yourself whether you’ve given them a compelling reason to do so. You can demand compliance because of your position.

But you have to earn commitment through leadership. And there’s a huge difference between the two.

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Sometimes as leaders, we do something that actually keeps people from growing.

We hold their hands too long.

Think about teaching a child to ride a bicycle. At first, you run alongside them, holding the seat, helping them balance. You encourage them. You keep them from falling. But eventually, you have to let go.

They may wobble. They may even fall. But they’ll never learn to ride on their own if you’re always holding the seat.

The same is true in leadership.

Sometimes, in our desire to help people succeed, we actually keep them dependent upon us.

Here’s a simple example.

Suppose your team has a regularly scheduled meeting every week. Same day and time. Every week. Everyone knows about it.

Why do you need to send a reminder every week?

Most people will remember. They’ll show up because they’ve taken responsibility for their schedules.

For the few who don’t, have an individual conversation. Help them understand the expectation. Address the problem where it exists rather than creating another process for everyone.

Of course, reminders aren’t inherently bad. Neither is helping people. There are seasons when people need more direction, encouragement, and support. But there’s a difference between helping people grow and continually doing for them what they should be learning to do themselves.

I’ve learned that one of the hardest parts of leadership is knowing when to step back.

It’s often easier to make the decision yourself. Send another reminder. Follow up one more time. Double-check something you already delegated.

And sometimes those things are necessary. But if we’re not careful, we create a culture where people wait for us to tell them what to do next.

Then we wonder why no one takes initiative.

The truth is you can’t develop independent leaders while continually making them dependent on you.

Good leaders set clear expectations. They provide training and resources. They remain available to coach and encourage. And they hold people accountable.

But they also give people room to think, make decisions, solve problems, and occasionally make mistakes.

That’s how confidence develops. That’s how ownership grows.

And that’s how future leaders are discovered.

Leader, perhaps one of the best things you can do for someone on your team today is to stop doing something for them that they’re perfectly capable of doing themselves.

It might feel uncomfortable at first. For both of you. But remember, the goal was never to see how long you could hold the bicycle seat.

The goal was to teach them to ride without you.

The post Leader, It’s Time to Let Go of the Bicycle Seat appeared first on Ron Edmondson.

There are decisions people immediately appreciate. Then there are decisions that are best for the organization but disrupt someone’s comfort or preferences.

Those are usually the harder ones.

You may have prayed, sought wise counsel, gathered the facts, and done everything you know to do. Still, someone will be disappointed. Some may even question your motives.

Of course, just because people disagree with you doesn’t mean you’re right.

Good leaders listen. They remain humble. They’re willing to admit mistakes and change course when necessary. But neither does criticism automatically mean you’re wrong.

The goal of leadership isn’t to win a popularity contest. It’s to do what’s best for the people and the organization you’ve been entrusted to lead.

That means treating people with respect, communicating clearly, and sometimes making decisions that won’t receive applause.

If you need everyone to be happy with you, eventually you’ll avoid decisions your leadership requires you to make.

And the organization will suffer because of it.

Leader, don’t confuse being celebrated with leading well.

Sometimes the greatest evidence of courageous leadership is the willingness to do what’s right, even when it’s not popular.

Do the right thing. Even when nobody applauds.

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I’ve worked with organizations that had so many systems and structures that people could hardly get anything done. I’ve also worked with organizations that had so few systems that everyone was making up their own way of doing things.

Neither is healthy.

Every organization needs good systems and structures. But I’ve learned that the goal should never be to create more bureaucracy. The goal is to help people do their best work and the organization accomplish its mission.

And as an organization grows, the systems and structures must continually change with it.

Here are 5 goals I believe every healthy organization’s systems and structures should accomplish.

1. Empowerment.

Put authority as close as possible to the people actually doing the work.

I’ve said for years that you limit what you control. When every decision has to go through a handful of leaders, eventually those leaders become the bottleneck for the entire organization.

Good systems remove unnecessary bureaucracy. They give people the freedom to make decisions, solve problems, and take initiative without constantly asking permission.

The best systems don’t slow good people down. They help them move forward.

2. Communication.

One thing I’ve learned about organizations is that people almost always feel there are things they don’t know.

And they’re usually right.

As organizations grow, communication becomes increasingly difficult. Information that once traveled naturally now requires intentional effort.

Good systems help the right information get to the right people at the right time. They clarify who needs to know what, how decisions are communicated, and where people can find answers.

And you have to keep tweaking them. What worked when you had ten people on a team probably won’t work when you have fifty.

Communication systems should continually be evaluated and improved.

3. Accountability.

People need boundaries within which to work.

But here’s something important. Boundaries aren’t meant to control people. They’re meant to create clarity.

People should know what’s expected of them, what decisions they can make, and how success will be measured.

I’ve found that most good people actually appreciate accountability when they understand its purpose. They want to know they’re making a meaningful contribution.

Accountability should never be an excuse for micromanagement. Give people clear expectations, appropriate authority, and the freedom to accomplish the work.

Then hold them accountable for results rather than insisting they do everything your way.

4. Scalability.

Healthy systems should allow the organization to do more work, faster and easier.

If every new opportunity requires reinventing the process, adding another meeting, or getting another approval, something is probably wrong with the system.

Good systems create capacity.

They make successful processes repeatable. They allow new people to join the team and become productive more quickly. And they help the organization grow without everything becoming more complicated.

I’ve learned that growth will always stretch existing systems. What got you here probably won’t get you where you’re going next.

Good systems should make growth easier, not become the reason growth stops.

5. Protection.

I frequently tell teams I lead, I don’t want us to end up on the front page of the newspaper.

I usually get a laugh, but I’m serious.

Good systems protect people and the organization.

They help us manage resources responsibly, maintain appropriate safeguards, prevent unnecessary mistakes, and recognize problems before they become crises.

Of course, the goal isn’t to protect the organization’s reputation at the expense of people. Quite the opposite. Healthy systems should help us do the right thing, even when it’s difficult.

Some policies and procedures may feel restrictive, but they’re necessary because the potential consequences of getting something wrong are too great.

Freedom is important. So is responsibility.

One final thought.

Systems and structures should serve people and the mission. Not the other way around.

I’ve seen leaders defend systems simply because they’ve always existed. But a system that once helped an organization succeed may eventually become the very thing holding it back.

That’s why healthy leaders continually ask whether their systems are helping or hindering the work.

If a system isn’t empowering people, improving communication, creating accountability, increasing capacity, or providing needed protection, perhaps it’s time to change it.

And sometimes the best system you can create is the one you eliminate.

The post 5 Goals for Systems and Structures on a Healthy Team appeared first on Ron Edmondson.

But I’ve never known that to be true.

Keep doing the same thing long enough and people get bored. What once generated excitement becomes routine. Eventually, you start seeing diminishing results.

I’ve watched this happen in organizations for years.

A new idea gets introduced. People love it. Energy builds. Results improve. Everyone celebrates.

So, naturally, we do it again. And again. Then again the next year. Soon it becomes an expected part of culture.

But somewhere along the way, the excitement fades.

Participation declines. The results aren’t what they used to be.

And what do we often do? We double down on what worked before.

One of the greatest dangers in leadership is assuming yesterday’s success guarantees tomorrow’s results.

The problem isn’t always that the idea was bad. It may have been a great idea – even exactly what was needed at the time.

But times change. People change. Expectations change. And what once felt fresh eventually becomes familiar.

This is why leaders must continually challenge the status quo.

We have to be willing to ask hard questions.

• Is this still working, or are we simply comfortable doing it?
• Are we getting the results we need, or celebrating the results we used to get?
• If we were starting over today, would we do it the same way?

Of course, we shouldn’t change things simply for the sake of change. Some things are worth preserving. Our mission, values, and principles should provide consistency.

But we should never confuse faithfulness to our mission with loyalty to our methods.

Sometimes the greatest threat to future success is our unwillingness to let go of past success.

Leaders, keep learning. Keep evaluating. Keep innovating.

Doing what you’ve always done doesn’t necessarily get you what you’ve always gotten.

Sometimes it gets you less.

The post Keep Doing the Same Thing and You’ll Get Diminishing Result appeared first on Ron Edmondson.

One of the hardest parts of leadership is doing what you already know needs to be done.

Sometimes that means having a difficult conversation. Other times it means making a tough decision. Neither is fun, but delaying either usually makes things worse.

I think of it like ripping off a Band-Aid.

You can pull it off slowly, prolonging the pain, or you can rip it off quickly and get it over with.

I’ve learned the same principle applies to leadership.

When you need to have a hard conversation, get to the hard part quickly.

Don’t spend the first ten minutes filling the conversation with niceties, hoping to soften the blow. People can usually sense something difficult is coming anyway.

Be kind. Be respectful. But be direct.

Say what needs to be said. Then spend the rest of the conversation helping the person process what’s been said and determining what comes next.

The same is true with difficult decisions.

Certainly, gather the facts. Seek wise counsel. Consider the consequences. Pray about it.

But once you know the right decision, make it.

Don’t keep debating what you’ve already decided. Don’t keep putting it off because you’re afraid of someone’s reaction or hoping the situation will somehow resolve itself.

Delaying the inevitable rarely makes it easier. Often, it only increases the pain for everyone involved.

There is a difference between being patient and being unwilling to do hard things.

Putting off these hard moments only complicates the situation and delays the better days ahead. Good leaders aren’t careless with people or decisions. But neither do they allow their discomfort to keep them from doing what’s right. 

Leadership is hard. Some conversations will hurt. Some decisions won’t be popular. But prolonging the pain doesn’t make you a more compassionate leader.

Sometimes the kindest and wisest thing you can do is simply rip off the Band-Aid.

The post Rip Off the Band-Aid: A Leadership Lesson appeared first on Ron Edmondson.

I’ve learned that people are constantly evaluating whether they can trust their leader.

Can I tell them what I really think? Is it okay to disagree? Can I admit a mistake? Will they listen to me? Do they really trust me?

Amy Edmondson, author of The Fearless Organization (no relation, by the way), has written extensively about psychological safety. It’s the idea that people need to feel safe enough to speak honestly, offer ideas, challenge assumptions, and even admit mistakes without fear of embarrassment or punishment.

I’ve seen the difference this makes in organizations I’ve led.

And I’ve learned that sometimes the simplest words from a leader can help create this kind of culture.

Here are 5 powerful phrases leaders should use more often to build organizational trust.

1. “I don’t know.”

Some leaders feel they must always have an answer. After all, they’re the leader. They’re supposed to know.

But no leader knows everything. And pretending otherwise doesn’t make people trust us more. In fact, most people already recognize the areas where we’re not the expert.

Saying “I don’t know” communicates honesty and humility. It also gives other people permission to contribute what they know.

I’ve tried to surround myself with people who are smarter than me in areas where I’m weak. It makes no sense to have those people on the team and then pretend I have all the answers.

Sometimes the most valuable thing a leader can do is admit they don’t know and start asking better questions.

2. “I need your help.”

This one can be difficult for leaders who feel responsible for everything. We may think asking for help makes us appear weak or incapable.

I’ve found the opposite is usually true.

When I ask someone for help, I’m communicating that I value their abilities, experience, and perspective.

I’m also inviting them into the process rather than simply expecting them to carry out my decisions. People tend to support more enthusiastically what they’ve helped develop.

And here’s something I’ve learned – You can’t expect people to take ownership if you never invite them into the work.

Sometimes a leader’s willingness to ask for help is what allows someone else to discover their leadership potential.

3. “I was wrong.”

These may be three of the hardest words for a leader to say. Especially publicly.

But leaders make mistakes. I’ve made plenty of them.

Sometimes I’ve made the wrong decision. Sometimes I’ve responded poorly. I’ve been convinced I was right only to discover someone else had a better understanding of the situation.

When that happens, I need to own it.

Not to explain it away or blame circumstances – or to offer an apology that somehow makes it someone else’s fault.

Simply admit I was wrong.

Here’s why this matters organizationally.

When leaders can’t admit mistakes, people learn to hide theirs.

And when people hide mistakes, the organization loses opportunities to learn and improve.

A leader’s humility can give an entire team permission to be honest.

4. “I can’t do this.”

Let me clarify. I’m not suggesting leaders should abandon their responsibilities or give up when things get difficult.

I’m suggesting we recognize our limitations. There are some things I simply can’t do. I don’t have the skills, the time, the experience, or the capacity.

And the larger an organization becomes, the more obvious those limitations should be.

Unfortunately, some leaders keep trying to do everything themselves. They become the bottleneck for decisions, creativity, and progress.

I learned years ago that you limit what you control.

Sometimes saying “I can’t do this” is the first step toward allowing someone else to do something far better than you ever could.

Healthy organizations aren’t built around the abilities of one leader. They’re built by bringing out the abilities of everyone on the team.

5. “I trust you. Run with it.”

This may be one of the most empowering things a leader can say. And one of the hardest to practice.

It’s easy to tell people we trust them. It’s another thing to actually release control. Real trust means giving people authority along with responsibility.

It means communicating the vision, clarifying expectations, providing the resources they need, and then allowing them freedom to accomplish the work. Even when they do it differently than we would.

That last part is often where leaders struggle.

I’ve learned that if I continually step back in, change their decisions, or insist everything be done my way, people eventually stop taking initiative.

Why wouldn’t they? They’ve learned that whatever they decide will probably be changed anyway.

Trust doesn’t eliminate accountability. We still need clear expectations and honest evaluation.

But people need room to succeed without the leader controlling every step. And sometimes they need the freedom to fail, learn, and try again.

One of the greatest compliments a leader can receive is seeing people accomplish things they never would have attempted without being given the opportunity.

One final thought

Of course, none of these phrases builds trust simply because we say them. People are watching what happens after we say them.

Do we actually listen when someone disagrees? Can we accept correction? Will we share credit? Do we give people genuine freedom to lead?

Trust is built over time through consistent words and actions. Psychological safety doesn’t mean lowering expectations or avoiding difficult conversations. Healthy teams can have both high accountability and high trust.

In fact, I believe people do their best work when they know they are trusted, valued, and free to be honest.

The goal isn’t to build an organization where everyone believes the leader has all the answers. It’s to build one where people aren’t afraid to speak up, contribute, and help find better answers.

Leader, which of these five phrases do you need to use more often?

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