Not all leadership growth comes from fixing what’s broken. Sometimes, it comes from being reminded of what’s already working.
Recently, I had the opportunity to undertake a peer review with my colleagues at Leading Teams – my second time through the process. It remains one of the most transformational leadership experiences I’ve had. But this time felt different. Our team has grown, and with that growth, I’ve had fewer natural moments of direct, honest feedback. If I’m being candid, I also knew I hadn’t been operating at my best. So, when I was nominated for the review, I approached it with a fair degree of apprehension.
Like many leaders, my internal dialogue was already running ahead of me: There are plenty of things I’m not doing well – how many of those are impacting the team? What unfolded was both grounding and unexpected.
Yes, there were a couple of areas where I could tweak and adjust – valuable insights that will make me better – but what stood out far more was the volume and clarity of what I was already doing well. My teammates reflected back behaviours and habits I had either taken for granted or assumed were standard – they weren’t, they mattered.
I heard that the way I show up has a real impact – that it helps bring our “Extra Yard” mindset to life, and that being myself gives others permission to do the same. In short, the things I wasn’t consciously focusing on were often the things creating the most value.
That feedback didn’t just feel good – it rebalanced my perspective.
As leaders, it’s easy to fall into a constant improvement mindset, where the focus is always on gaps, shortcomings, and what needs to change. While that has its place, it can also skew our self-perception and drain energy. What this experience reminded me is that knowing and leaning into your strengths is just as critical as addressing your weaknesses.
When we understand what we do well, we can do it more deliberately. And when we do that, we create consistency – for ourselves and for those around us.
This is where the power of rewarding others comes in.
When we take the time to genuinely recognise teammates for what they’re already doing well, we do more than boost morale. We reinforce the behaviours that make teams effective. We help individuals understand their unique contribution. And importantly, we shift the environment from one that is purely corrective to one that is balanced, constructive, and energising.
There’s a concept often referred to as appreciative inquiry—the practice of intentionally looking for the best in people and amplifying it. When you lead from this mindset, something shifts. People feel seen. They feel valued. And they’re more likely to lean into the behaviours that benefit the team.
It doesn’t mean we ignore areas for improvement. It means we anchor growth in a foundation of strengths.
My takeaway from this experience is simple: don’t underestimate the impact of calling out what’s working. As teammates and leaders, we have a responsibility not just to challenge each other, but to champion each other.
Because when people are reminded of their value, they don’t just feel better—they show up better.
