Asking direct questions like 'Am I a diminisher?' puts people on the spot. A more effective way to solicit honest feedback on your negative impact is to frame the question around your positive intent. This phrasing makes it psychologically safer for team members to point out how your well-meaning actions are counterproductive.
While average contributors perform their assigned tasks, true 'Impact Players' thrive in ambiguity. When problems are messy and roles are unclear, they don't wait for direction. Instead, they identify and take ownership of the most crucial work, effectively defining the job that truly needs to be done.
Psychological safety alone is not enough for peak performance. The best leaders create an environment where team members feel safe to take risks and make mistakes, but also feel challenged and expected to deliver their absolute best work. This combination of safety and 'stretch' drives excellence.
Viewing leadership as a service where your employees are the customers fundamentally shifts your perspective. This frame encourages you to focus on what your team needs from you to succeed, rather than what you want from them. Leadership effectiveness is ultimately determined by the 'customer.'
Many leaders who suppress team intelligence don't do so maliciously. Well-intentioned behaviors like being an 'idea fountain' or a 'rescuer' can inadvertently signal a lack of trust and capability, diminishing others' contributions and getting less than half of their team's available intelligence.
When communicating, the primary cost isn't the effort it takes to create the message, but the time and energy it takes for the audience to consume it. Adopting this perspective forces you to be clearer, more concise, and more respectful of your audience's attention, ultimately making your message more impactful.