The power of creating together
“People believe in what they help create.”
This simple phrase has reshaped how I approach leadership, strategy, and even everyday conversations.
But until a colleague said it to me in a strategic planning session for my own company, I hadn’t articulated it. Although I had definitely experienced the consequences of not heeding its wisdom:
A Board member who asked what was wrong with the original logo during a presentation to approve a new brand
Clients who were so overwhelmed by disconnected solutions that they ghosted us
Teams that refused to collaborate or share key information during a project
The beautiful, innovative strategy that was completely derailed by one person who “didn’t get it”
Universal dread of annual reviews that seemed templated and biased
These negative outcomes have at their core people who felt unheard, unappreciated, and left out. Complex issues rarely have simple answers, so bringing folks along to define challenges, to wrestle with multiple approaches, to create WITH you is a key component to making positive changes in any organization.
I’m not talking about “creating buy-in”. I’m talking about beginning a process with a truly open mind, genuinely inviting people into the work, listening, and being prepared to incorporate, act on, or address what you hear. Yeah, it’s scary. Yeah, you might have to change your mind, or find a different path forward. But you will move forward.
I often hear that there isn’t enough time to involve everyone in decision-making, to justify skipping a process that would bring people along and gain their insights. Based on the amount of backtracking, scrapped work, and frustrating conversations I’ve seen when decisions are made in silos, I think there isn’t enough time NOT to involve them.
A few tips to be inclusive and still stick to your timelines:
Start early.
The first time your leadership sees a new approach should not be when you are asking for approval. Have some casual conversations, schedule a kickoff meeting where you make it known that you are collecting their insights to inform your plan. Ask good questions. Ask follow-up questions. Ask more questions.
Include those who you know will push back.
They have insights you need to hear, I promise. Even if it’s just that they don’t ever feel heard or that they wonder how this will impact their work. Have a one-on-one conversation if you’re worried about their negativity impacting the rest of the team. You can handle a hard conversation.
Keep people informed.
Map out a simple process and let everyone know how and when they will have the opportunity to participate. Be clear about who is making decisions and when.
Document and clarify.
Share your notes from previous conversations or the AI summary of a meeting. Let folks know that you’ll be using these insights to inform the next step of the process. Ask them to add to or revise anything they don’t think represents their thoughts or positions.
Through working with close to 200 organizations over the years, I’ve seen this simple premise transform teams. I’ve found that when people are included and informed they recognize their own agency and rise to the occasion by bringing their best ideas. They also tend to have a better understanding of the comprehensive system that they are operating within and begin to work more collaboratively, looking for ways to compromise, working through more conflict on their own.
The next time you feel the pull to move fast and decide in isolation, pause. Ask one more question. Invite one more voice. It might feel slower in the moment, but it saves time, builds trust, and creates better outcomes in the long run. Because building with people—rather than for them—isn’t just smart strategy. It’s the essence of good leadership, and the foundation of organizations, teams, and communities that people truly believe in.
