It’s been 3 weeks since my last LinkedIn Newsletter because I’ve been on holiday – including 2 weeks travelling around Borneo. For those who don’t know, it’s a massive island in Southeast Asia, shared by Malaysia, Indonesia and the tiny country of Brunei. Think wild jungles, orangutans, incredible wildlife, and a lot more warmth than most parts of Australia right now.

As often happens on holidays, you stumble across things that stick with you – a sight you see, a person you meet, or an unexpected insight that catches your attention.

One of those moments for me was at the Sepilok Rehabilitation Sanctuary for orangutans, where I found out that the young orangutans are fed bananas every day – and nothing else. Not just because the shaggy, ginger-coated primates love them, but deliberately, to bore them.

They do this because they know that once the bananas lose their appeal, curiosity will kick in. The orangutans will start exploring, foraging, and developing the skills they’ll need to survive back in the wild.

The centre puts a big emphasis on encouraging variety and curiosity for two reasons. First, it’s a vital part of their rehabilitation program. Most of the orangutans there have been orphaned after their mothers were killed, rescued from captivity as illegal pets or from poor zoos. Others have been displaced by deforestation – often from palm oil plantations and logging.

Because of this, these young orangutans must relearn how to survive in the wild – the place they’ll thankfully one day call home again.

Second, it’s because it’s part of their wiring. Like humans, orangutans are wired for both certainty and curiosity. Certainty keeps them safe, sticking to what’s familiar. Curiosity drives them to explore, experiment and grow. It’s the balance between the two that ensures their survival.

And because humans are wired this way too, it means as leaders we need to be just as intentional and strategic in how we create the conditions for our people to develop, grow and evolve.

Studies in the area of human behaviour and motivation – and likely your own experience leading and working with others – show that when we provide too much certainty, people can become overly comfortable, even complacent or bored.

And we both know what that looks and feels like. People stop stretching themselves. They cling to the old, resist change, and do just enough to get by. There’s a bit more cynicism, and a lot less initiative.

At the other end of the spectrum, too much novelty and change can leave people overwhelmed and unsettled. Some get scattered, some withdraw, and others just shut down altogether.

It’s not that all of them are unwilling to grow. It’s just that many have been pushed past curiosity – and straight into survival mode.

So, as a leader, it’s worth stopping to think about the conditions you’re creating – and the conditions your people are navigating.

This matters because the environment you shape directly influences how your people show up. In fact, research shows that 70% of the variance in team engagement is determined by the manager (Gallup, State of the Global Workplace). That means how you create clarity, safety and stretch isn’t just a nice-to-have – it’s the difference between a team that’s coasting and one that’s thriving.

If you don’t stop to think about it, you risk losing your team’s energy, creativity and commitment. Too much comfort, and they’ll coast. Too much change, and they’ll burn out. Either way, you end up with a team that’s surviving, not thriving.

Here are 3 things you can do to create the right balance of certainty and stretch:

1. Make time for it

Block out space each month or quarter – even 15 minutes – to reflect on the conditions your team is operating in. Leadership isn’t just about reacting; it’s about intentionally shaping the environment your people grow in.

2. Ask yourself the right questions

Are you giving your people enough certainty to feel anchored and safe? Are you giving them enough stretch to spark curiosity, growth and fresh thinking? Or have things tipped too far – into comfort and coasting, or into overwhelm and retreat?

3. Act on what you notice

If you’re seeing too much certainty:

• Mix things up – rotate responsibilities, introduce a fresh challenge, or invite new perspectives into the room.
• Encourage curiosity by asking “what if” questions and creating space for experimentation.

If you’re seeing too much overwhelm:

• Slow the pace – prioritise what really matters and give your team space to breathe.
• Remind your team what’s not changing – the things they can count on, even as other things shift.

What I know to be true from practicing this myself as a leader, and from working with leaders who take the time to stop, think and apply this, is that it makes a noticeable difference in the way your team shows up.

You’ll find your people more engaged and energised. They start contributing more fully – not because they’re told to, but because they feel safe enough to lean in and curious enough to stretch themselves. Instead of coasting or resisting, they’re more open to new ways of thinking and working.

When you create an environment where your people feel safe enough to explore and challenged enough to grow, you don’t get a team just waiting for the next “banana.” You get a team that’s engaged, capable and moving forward – without you needing to drive every step.

And as a leader, you’ll feel the shift too. More space to lead. More time to think big. And the confidence that your team can get there with you.

The leaders who pay attention to this don’t just get better results – they build stronger, more resilient teams who are ready for whatever comes next.

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

Until next week, be well and lead well!

Kylie