There's something frustrating about being asked for your opinion, encouraged to share ideas and invited to challenge the way things are done, only to discover that nothing is actually going to change.
I once worked for someone who said they wanted input. They encouraged people to contribute, offer suggestions and bring different perspectives to the table. On the surface, it sounded like the sort of open, inclusive leadership most organisations say they want. The reality was rather different. There was very little freedom to act on any of the ideas being offered.
It created an uncomfortable contradiction: people were being asked to think differently, but not being given the authority or space to do anything differently. The message, whether intended or not, was that input was welcome as long as it didn't challenge the decisions already made.
Over time, people learn from that. They become more cautious about what they say, less inclined to offer suggestions and increasingly aware of where the boundaries really sit. Why keep putting forward ideas if you know they won't be taken any further? Eventually, people stop trying. Not because they have run out of ideas, but because they've learnt that speaking up doesn't lead to action.
And the organisation carries on much as before.
What's particularly interesting is that, in this situation, the targets were being hit. From the outside, there was little reason to raise the alarm. The numbers looked acceptable, so there was no obvious pressure to change anything. But hitting a target doesn't necessarily mean you're getting the best possible result. It can simply mean you're achieving the result within a system that has become familiar.
Underneath those acceptable figures, there may still be unnecessary costs, inefficient processes and recurring problems that have never been properly addressed. There may be people spending their time working around the same frustrations, rather than being trusted to fix them. There may be opportunities to improve the way work gets done, reduce costs and create a healthier, more engaged working environment.
The real issue is that the root causes remain untouched. The same problems keep appearing because the conditions that created them haven't changed. And when people closest to the work can see what needs improving but aren't given the freedom to influence it, the organisation misses out twice: it keeps carrying the cost of the problem and it gradually loses the contribution of the people who could help solve it.
This isn't simply about giving everyone permission to do whatever they like. Leadership still needs direction, accountability and appropriate boundaries. But there's a significant difference between setting clear parameters and holding on to every decision. You can be clear about the outcome you need while giving people the space to work out a better way of achieving it.
I think this is where leadership intentions and leadership behaviour can become rather disconnected. A leader may genuinely believe they are encouraging contribution, while their actions tell people that the final decision is never really open. They may say they want challenge, but respond defensively when someone questions the established way of doing things. They may talk about empowerment, while retaining control over every detail.
And the impact isn't just operational. When people feel unable to influence the things that affect their working lives, frustration builds. Morale suffers, energy is wasted and wellbeing can take a hit. People don't necessarily need to have their own way all the time, but they do need to feel that their knowledge, experience and contribution count.
So, if you're in a leadership role, here's something worth asking yourself: Are you genuinely inviting people to improve things, or are you simply inviting them to tell you what you already want to hear?
When someone brings you an idea, do you explore it with them? Do you explain the constraints honestly? Do you give them the freedom to test a different approach where it's appropriate? And if the idea can't be taken forward, do they understand why?
Because asking for input is the easy part. Creating the conditions for people to act on it takes a different level of leadership.
The opportunity is much bigger than making people feel listened to. It's about unlocking the knowledge and experience already sitting within your organisation, addressing problems at their source and creating better ways of working. That can mean lower costs, stronger performance, improved morale and people who feel trusted to make a meaningful contribution.
At Mente Leadership Coaching, I work with leaders to explore the impact they have, recognise the patterns that may be holding people back and develop the confidence to lead differently. Sometimes the most valuable improvement doesn't come from another strategy or another target. It starts with looking honestly at how decisions are made and how much freedom people really have to make a difference.
When was the last time someone brought you an idea and you gave them the freedom to act on it?
If this has made you pause for thought, I'd be happy to have an initial conversation about the leadership challenges you're facing and the opportunities you might be missing. No pressure. Just a chance to explore what could be different.