It’s funny how throwing yourself into something new can teach you things you don’t know and remind you of the importance of some of the things you do know.

When I was writing The Connect Effect there were three things I was constantly reminded of about leadership:

1. Leadership requires sustained vision under uncertainty.

Writing a book demands that you hold a complex, evolving idea in your head for months or years, even when the path forward isn’t clear. It teaches you that you have to keep moving despite the ambiguity. That you can’t wait for perfect conditions, you’ve just got to commit to the direction you set and adjust as you go.

As a leader it’s no different. You have to hold your vision even when the path isn’t clear, keep moving despite the uncertainty, and trust that if you stay committed to the direction and keep course-correcting as you go, you’ll get there.

2. You have to serve the work, not your ego.

A book will tell you when something isn’t working, if you’re willing to listen. Writers who cling too tightly to their original ideas produce books that serve themselves, not the reader. As the old writing saying goes, “kill your darlings” and prioritise what serves the reader.

Leadership is the same – the moment you start protecting your own narrative over the needs of your team or the organisation’s vision and mission, your leadership loses its impact. The most effective leaders are willing to let go of ideas, approaches and narratives that no longer serve the people they lead or the direction the organisation needs to go.

3. Structure is what sets resourcefulness free.

When I first started writing The Connect Effect, I resisted outlines and frameworks. I felt like spontaneity would produce better, more authentic work. But I learned what many experienced writers will tell you – a strong structure gives you the freedom to take risks within it, because you always know where you are and where you’re going.

Leadership works the same way. When you put clear roles, processes and expectations in place, you’re not constraining your people, you’re liberating them. You’re giving them the clarity they need to think for themselves, show initiative and do their best work without constantly second-guessing the boundaries.

In leadership or other positions of influence, there is sometimes a reluctance to put too much structure in place, for fear of restricting or undermining autonomy. In my experience, the opposite is true. The clearer the structure, the more confidently the people you lead can operate within it, and the more ownership and initiative they will show.

I trust as always this has got you thinking and has been helpful in some way, shape or form.

Until next week, be well and lead well

Kylie