Last week, in a second-round workshop with a team, one of the participants gave me a shout-out for emailing the group ahead of time about the topics we’d be covering, the outcomes we’d be working toward, and the thinking that would be required before they arrived.

After I graciously thanked her, I asked her to share with me—and the group—why that had been helpful.

“Well,” she said, with a cheeky grin, knowing what she was about to say would likely get a laugh from the group, “I generally don’t feel comfortable being put on the spot. I am introverted and I like to process information first before sharing my thoughts. I often find in meetings and training sessions that you are required to think on the spot, and when you can’t or you don’t, you tend to get judged for it—which for me then leads to feelings of anxiousness and self-doubt. If I’m honest, I really dread coming to these days. I regularly dread workshops and training sessions with people I don’t know.”

Being introverted isn’t the only reason people appreciate a heads-up.

There are a whole range of preferences and working styles that make it easier for people to engage when they know what’s coming.

Here are six of the most common:

1. People who prefer to plan and organise – These individuals value structure, order and predictability. They feel more confident and prepared when they know what to expect and have a chance to think things through ahead of time.

2. People who like to work with detail – They focus on accuracy and thoroughness and prefer to avoid surprises. A clear agenda gives them space to plan, get across the finer points, and ensure they’re not missing anything critical.

3. People who find ambiguity or spontaneity uncomfortable – Unstructured or unexpected environments can be genuinely stressful. A bit of clarity upfront gives them more control and helps reduce the internal noise, so they can focus on contributing meaningfully.

4. People with full plates and packed schedules – This is many of us. When you’re leading others, juggling big priorities or constantly switching contexts, a heads-up gives you a chance to prioritise, plan, and avoid last-minute scrambling.

5. People who like to explore, ideate and brainstorm – Contrary to the belief that creatives just like to make things up on the spot, many actually appreciate having time to consider and start thinking beforehand. Giving them the space to reflect ahead of time often leads to stronger, more grounded ideas when it’s time to contribute.

6. People who value clarity around objectives and outcomes – Some people feel more motivated and focused when they understand what the session is aiming to achieve. When they know the purpose and intended outcomes, they’re more likely to align their energy and thinking in the right direction.

So, I’m sure you would agree—there are many reasons to give people the heads-up.

It’s not just thoughtful, it’s a smart and strategic leadership move—because when you give people clarity ahead of time, you change the energy in the room. You create conditions where people can bring their best, instead of being caught off guard or left second-guessing.

For you, it reduces confusion, resistance and reactivity. You spend less time managing emotional responses or last-minute objections. People come better prepared, so the energy in the room is focused, not frantic. It means less firefighting, fewer awkward silences, and far more traction. You’re seen as credible and considered—someone who’s thought ahead and brought others along for the ride.

For your team, it creates psychological safety and clarity. When people feel informed, they feel respected—and that drives engagement. They’re more likely to show up curious, ready, and grounded. It reduces gossip, anxiety and disengagement because people aren’t guessing or assuming. They’re in it with you, not resisting from the sidelines.

And it’s not just something that feels good in the moment. Harvard Business Review reports that teams who feel safe and informed are 76% more engaged and 50% more productive.

So, it’s not just nice to have—it’s business-critical.

The question is—how do you practically and effectively give your people the heads-up?

One way I like to do this is by sharing what kind of thinking or mindset I’d love my team to bring.

Whether it’s a 1:1, a workshop, or a big team meeting, a simple line like:

“The kind of thinking I’d love you to bring is open-minded and solution-focused.”

It sets the tone. It prepares people for how to show up—not just what to do. It’s a small move, but it makes a big difference. It invites ownership, it reduces defensiveness and it helps your team come in with purpose, not passivity.

This is just one part of a broader approach I teach leaders to lift the way they prep their people and run their meetings.

If you’d like access to more of the practical tools and strategies, I share with leaders in my coaching and development workshops you are welcome to join my in-house newsletter list(opens in new tab), where I share more in-depth resources, practical how-to’s, and leadership tools to help you lead with greater clarity, influence, and impact.

When you lead like this, when you give your people a clear heads-up—you create stronger alignment, greater clarity, and a more engaged team.

Your people feel supported and prepared. You reduce confusion, avoid unnecessary tension, and create space for real traction.

It lifts the way you lead conversations, run meetings, and influence outcomes. Things feel more intentional, more respectful, and more productive.

It’s how you build trust, get buy-in, and lead a team that’s not just ticking boxes—but committed and moving forward together.

I trust this has been helpful in some way, shape, or form.

Until next week—lead well and be well,

Kylie