Mandela learned this from his tribal elders growing up. His father, a tribal chief, would meet with other elders in a circle. Everyone would speak. His father, the leader, would listen to every person, carefully, silently—and only speak at the end.
This left a deep impression on Mandela. Why?
People want to be heard. Speaking first can make others feel dismissed or overruled before they’ve even opened their mouths.
You don’t know everything. When you listen, you gather more data. You hear ideas, fears, and perspectives that can sharpen your judgment.
You avoid anchoring the room. In psychology, “anchoring bias” is when the first opinion becomes a mental benchmark. By speaking first, leaders can accidentally shut down creativity or pressure others into agreement.
🛠️ What It Looks Like in Practice
Whether you’re leading a meeting, team project, or a family decision, here’s how to channel Mandela’s wisdom:
1. Set the tone for open sharing.
Encourage others to speak honestly. Ask questions like:
“How do you see it?” “What would you do if you were in charge?”
2. Resist the urge to interrupt or correct.
Even if you disagree. Let people finish. Stay curious, not reactive.
3. Speak last, summarize, then guide.
When you do speak, acknowledge what others have said, then share your perspective, building on their input—not just asserting authority.
🚨 Why Speaking First Can Be a Leadership Trap
It creates echo chambers.
It silences quiet but brilliant voices.
It inflates ego, not insight.
Mandela knew better. By speaking last, he created psychological safety. People felt seen. That trust gave him moral authority far beyond his title.
🧭 How This Shifts Your Leadership Style
✅ From “telling” to facilitating ✅ From being “the smartest” to being the wisest ✅ From control to empowerment
💬 Final Thought: Silence Is a Superpower
In today’s world of noise, speed, and ego, Mandela’s restraint is radical. His silence wasn’t passive—it was powerful. He knew that leadership isn’t about proving you’re right. It’s about guiding others to rise.
The strongest voice in the room is often the one that listens first and speaks last.
Try it today—in your next meeting, conversation, or challenge. Let others go first. Then speak with clarity, wisdom, and intent.
Change, whether in life or in the workplace, is never easy, especially when we don’t feel in control. But here’s the secret: you don’t have to be in a position of authority to create powerful change. You can spark it from within your team and environment, influencing not just the people around you but even your boss. It starts with small, intentional actions that create a ripple effect—what Simon Sinek refers to as “a pocket of magic.”
Here’s how to create that magic and spark lasting change in your environment.
Focus on the Behavior Around You
Often, we wait for someone at the top to drive change, especially in professional settings. But real change doesn’t always start from the top. It begins right where you are—by focusing on your team, the people beside you, and yes, even your boss.
When you actively shape the behavior in your immediate environment, you influence how your peers act, think, and respond. Your small, consistent actions create a pocket of magic—a space where positivity, creativity, and progress thrive.
Here’s how you can start:
Model the Behavior You Want to See: Want a more collaborative and open team? Start by being more collaborative and open yourself. When you actively listen, share ideas freely, and offer help, others will begin to mirror that behavior.
Build Trust and Transparency: Whether it’s through one-on-one conversations or team discussions, being open about challenges and triumphs creates a safe space for others to do the same. This builds a foundation of trust, which is crucial for change.
Celebrate Small Wins: Every step toward change, no matter how small, is progress. Recognize and celebrate the efforts of your team. This positive reinforcement encourages others to stay on track.
Focusing on the people around you is key. Change doesn’t happen in isolation—it’s a collective effort. When your team sees your behavior, they’ll begin to align with that energy, sparking their own transformations.
Create Magical Ripples of Change
Once you’ve created this pocket of magic in your immediate environment, the next step is to extend its influence. It’s about creating ripples that move outward, touching others beyond your immediate circle. These ripples of change are subtle but powerful, and they can reach far and wide if sustained.
Here’s where Simon Sinek’s law of diffusion comes into play. According to Sinek, you don’t need to convince everyone to get on board with your vision. In fact, only 15-18% of people need to embrace the change before you reach a tipping point. At this point, the change gains momentum and spreads more naturally to the rest of the organization or team.
Here’s how to amplify those magical ripples:
Engage Early Adopters: Focus on the people who are naturally open to new ideas or who already align with your vision for change. These early adopters are essential because they help spread the message. Once they’re on board, they’ll influence others, extending your reach.
Inspire Through Action: People are more likely to embrace change when they see it in action rather than just hearing about it. Show them how the change works in real time. For example, if you’re advocating for more transparency in team meetings, model this by openly sharing information or ideas in your own meetings. Actions inspire more than words.
Let Go of Control: Once your ripples start, let go of the need to control every aspect of the change. Trust that the energy you’ve created will continue to spread and adapt in ways you might not expect. Allow others to take ownership of the change, and watch how they make it their own.
Reaching the Tipping Point
As your ripples of magic continue, you’ll eventually reach a tipping point. This is when enough people—around 15-18%, according to the law of diffusion—embrace the change, causing a shift in the wider team or environment. The momentum becomes unstoppable, and the change feels almost inevitable.
At this stage, the most important thing is to maintain the culture of openness, trust, and consistency that you’ve built. The tipping point is a fragile moment—it’s when the change is still taking root but hasn’t yet fully integrated into the fabric of your environment. Continue reinforcing the behaviors that sparked the change, and encourage others to do the same.
Pocket of Magic: A Sustainable Change
Creating this pocket of magic isn’t about short-term gains or temporary wins. It’s about creating an environment where positive change is sustainable, where people feel empowered to contribute, and where progress becomes part of the team’s DNA.
What starts as a small pocket of magic can expand, reaching beyond your team to the entire organization. You might influence how your boss approaches decision-making, or how different departments collaborate. But remember, it starts with you—your behavior, your commitment, and your belief in the change you want to create.
Conclusion: Change Starts With Us
Creating meaningful change doesn’t require a title or position of authority. It requires consistency, influence, and a clear understanding of how change spreads through human behavior. By focusing on your immediate team and environment, you can create ripples of positive change that extend far beyond what you might expect.
When 15-18% of people embrace that change, a tipping point is reached—and suddenly, what once felt difficult or impossible becomes the new norm.
So, start today. Create your pocket of magic, nurture it with small actions, and watch as it grows, influencing not just the people beside you, but the entire system. The power to change is already in your hands.
In the tech industry, where innovation and complexity meet, finding your ‘why’ is not just insightful, it’s crucial for success. This concept becomes even more powerful when intertwined with Malcolm Gladwell’s insights from “Outliers,” particularly his observation about plane crashes resulting from seven consecutive human errors. In this article, we delve into how the ‘7 Whys’ technique, combined with a deliberate and intentional approach, can be transformative for tech professionals.
The Importance of “Why” in Tech:
The relentless pace of the tech world demands more than just technical skills; it requires clarity of purpose and direction. Gladwell’s analysis of errors leading to aviation disasters is a poignant reminder of how a lack of clarity can lead to cumulative missteps in technology projects and careers.
The 7 Why’s Technique
Originally used in manufacturing to identify root causes, the ‘7 Whys’ is a method of iterative questioning that helps uncover deeper motivations. It aligns perfectly with Gladwell’s concept of compounded errors, highlighting the need to understand the underlying reasons behind our professional actions to avoid potential pitfalls.
Finding your Why
Being Deliberate and Intentional
In tech, every decision and action should be deliberate and intentional. This approach is not just about making choices; it’s about understanding the reasons behind these choices.
Being deliberate means being aware of the implications of your actions, just as understanding the consecutive errors in a plane crash helps in preventing them. Being intentional is about aligning your actions with your deeper purpose – your ‘why’. This section can explore how a deliberate and intentional approach, combined with the ‘7 Whys’, can lead to more meaningful and impactful work in tech.
Applying the 7 Whys in Tech
Consider your engagement in a tech project. Asking ‘Why am I working on this?’ might initially yield a surface-level answer. But as you continue to question, seeking deeper understanding, you might uncover motivations like a desire to innovate for social good or bridge digital divides, leading to more focused and intentional work.
Conclusion
In the dynamic world of technology, understanding your ‘why’ and acting deliberately and intentionally can be your guiding stars. The ‘7 Whys’, especially when considered alongside the insights from “Outliers”, offers a path to self-discovery and purpose-driven work.
As you evolve in your tech career, continually revisiting your ‘why’ and the intent behind your actions will keep you aligned and prevent the ‘crashes’ of professional misdirection.
Consistency is often the underdog of leadership qualities. While traits like vision and charisma get the spotlight, consistency is quietly working in the background, making everything possible. In leadership, consistency isn’t just a virtue but a necessity. This blog post aims to explore the importance of consistency in leadership and provide actionable steps to master it.
Consistency is the cornerstone of trust. Team members are more likely to trust a leader who is predictable and reliable.
Enhances Credibility
A consistent leader gains credibility, not just among team members but also stakeholders and clients.
Fosters Accountability
When a leader is consistent in their actions and expectations, it sets a standard that encourages everyone else to be accountable for their roles.
The Pillars of Consistency
Integrity
Consistency starts with being true to your word. If you promise something, make sure to deliver.
Discipline
Discipline is the fuel that keeps the engine of consistency running.
Adaptability
While it may seem counterintuitive, being adaptable is crucial for consistency. Conditions change, and a consistent leader knows how to adapt without compromising their core principles.
How to Build Consistency
Set Clear Expectations
Clearly outline what you expect from your team and what they can expect from you.
Develop Routine
A well-thought-out routine can be a powerful tool for maintaining consistency.
Measure and Monitor
Regularly check your performance metrics to ensure you are staying on the path of consistency.
Challenges in Maintaining Consistency
Complacency
The biggest enemy of consistency is complacency. Never let success make you lax in your commitment to consistency.
External Pressures
Sometimes external circumstances can make it challenging to maintain consistency. The key is to remain steadfast.
Case Studies: Leaders Who Excelled Through Consistency
Steve Jobs: His consistent focus on innovation led Apple to new heights.
Warren Buffet: Known for his consistent investment strategies, which have paid off in the long run.
Conclusion
Mastering the art of consistency is not an overnight task. It requires dedication, discipline, and a commitment to continuous improvement. However, the rewards are well worth the effort, as consistency is the key to becoming a leader who not only inspires but also delivers.
Simon Sinek delves into the contrasting philosophies of finite and infinite games in the realm of leadership. He argues that to excel in the infinite game of leadership, one must concentrate on five core principles:
A Just Cause: A compelling purpose that motivates individuals to willingly make sacrifices.
Trusting Teams: Cultivating a culture where team members feel secure and empowered, thereby encouraging innovation and teamwork.
A Worthy Rival: Having a competitor that helps you identify your shortcomings and pushes you to improve.
Existential Flexibility: The ability to make significant changes in strategy to further a cause, even if it disrupts current success.
Courage to Lead: The bravery to challenge traditional leadership norms, focusing on long-term gains and the well-being of others.
By adopting an infinite mindset, leaders can create a lasting, positive impact that goes beyond their own lifetime.
5 Transformative Lessons from Simon Sinek to Change Your Future
Here are five lessons that stand out:
Lesson One: Forge Your Own Path, But Let Others Do the Same
The Road Less Travelled
Sinek emphasizes that you are free to chase your dreams and ambitions, but this freedom should extend to everyone else. In a world that often follows the beaten path, daring to take the road less travelled can be liberating.
The Balance of Individualism and Community
While it’s essential to focus on your goals, it’s equally crucial to respect others’ journeys. This balance creates a harmonious community where everyone can thrive.
Lesson Two: Own Your Actions, Both Good and Bad
The Double-Edged Sword of Responsibility
Taking credit for your achievements is easy; owning up to your mistakes is the real challenge. Sinek advises that true leadership involves taking responsibility for both.
The Growth in Accountability
When you hold yourself accountable, you not only earn the respect of those around you but also pave the way for personal growth and improvement.
Lesson Three: Be a “Lead Worrier” by Supporting Those Around You
The Essence of Leadership
According to Sinek, a true leader worries about their team. Leadership is not about being in charge but about taking care of those in your charge.
The Power of Collective Success
When you focus on helping the person to your left and the person to your right, you create a supportive environment that fosters collective success.
Lesson Four: Listen Before You Act
The Value of Being Heard
Sinek points out that allowing others to speak before you do gives them a sense of being heard, which is empowering and fosters a collaborative spirit.
The Wisdom in Listening
By being the last to speak, you also benefit from hearing multiple perspectives, which can lead to better decision-making.
Lesson Five: Position vs. Person
The Illusion of Importance
As you climb the ladder of success, people will treat you differently. Sinek cautions that this newfound respect is for your position, not for you as a person.
The Humility in Leadership
Being grateful for the accolades and respect that come your way is important, but remembering that these are not a reflection of your worth as a person is crucial for grounded leadership.
The Video and book of the same title explores the concept of effective leadership, emphasizing that great leaders create an environment based on trust and collaboration, where team members feel safe and valued.
Key Points:
Circle of Safety: Sinek introduces the idea that effective leaders create a ‘Circle of Safety’ where employees feel protected and are thus more willing to collaborate and innovate.
Chemical Incentives: The book discusses biological factors like endorphins, dopamine, serotonin, and oxytocin, explaining how they contribute to feelings of happiness and safety, or stress and self-interest, in the workplace.
Empathy and Trust: Good leaders prioritize the well-being of their team over numbers or results. This fosters trust and a strong sense of community, which ultimately benefits the organization.
Long-term vs Short-term: Sinek warns against short-term thinking, like prioritizing quarterly results over long-term well-being. Such an approach can break the ‘Circle of Safety’ and negatively impact employee morale.
The Role of Leaders: A good leader is willing to sacrifice their own interests to protect and benefit those under their care. Hence, “Leaders Eat Last.”
Organizational Culture: A strong culture is one where everyone feels like they belong, which leads to increased productivity and job satisfaction.
Adapt and Overcome: Great leaders are those who can adapt to new challenges while keeping the ‘Circle of Safety’ intact. They’re not resistant to change but approach it in a way that minimizes danger to their team.
Think of being a manager as being a parent,look after your people , lead by listening , help people grow and develop , support, protect and prioritize people
In summary, the book argues that exceptional leadership is about creating a culture of trust and safety, which results in more successful, engaged, and happy team members. This is achieved through a long-term focus, empathy, and a willingness to place the needs of the team before one’s own, epitomized by the phrase “Leaders Eat Last.”
Interestingly, when i created this page i started by calling it “Good Managers” but i like the term “Great Managers” better.
Borrowing an Abbreviation from one of my Managers and adding my own twist.
V.V.P.S.T ( Visible, Vocal , Positive, Safe and Trusted)
Be Visible
Be Vocal
Be Positive
Make people feel Safe and Trusted (see the above You Tube Video by Simon Sinek)
A few Additions i have learnt along the way
small things – give people recognition tell them well done, sometimes small things can be very powerful one that sticks in my mind was turning up to shift work on Xmas Eve on my own covering 3 datacenters and monitoring 100 of computer systems to find by boss had left be a 2£ Xmas selection box
really listen and take an interest in people
understand what makes different people tick.
don’t let other people pass their problem on their back to you, empower colleagues to make their own decisions.
Other Reading
See all the other posts in the management category.
