2.2 Activity: what makes a great leader? by Gia Instructor

2025-04-22 04:08:24 UTC

Simon Sinek’s perspective on safety within teams—especially his belief that leaders must create an environment where people feel safe to be themselves, take risks, and even make mistakes without fear of humiliation or punishment—aligns strongly with what I value in a healthy work culture.

I believe that when people feel psychologically safe, they’re more likely to speak up, share ideas, and bring their full selves to work. It creates room for innovation, deeper collaboration, and trust. Like Sinek, I’ve seen how teams thrive when leaders actively protect their people—whether from internal politics, blame culture, or external threats—and instead foster a sense of belonging and mutual respect.

In my own work, especially when managing events or leading a team, I try to lead by example—being transparent, listening actively, and encouraging open communication. When people feel heard and supported, they’re more motivated and committed, and that has a direct impact on the success of the team as a whole. So yes, Sinek’s perspective definitely resonates with me and reinforces how I strive to lead and work with others.

2025-04-22 04:09:16 UTC

Governance professionals play a key role in creating a ‘circle of safety’ in the boardroom—fostering trust, open dialogue, and psychological safety. To do this, they can:

Promote inclusive culture: Encourage respectful debate and support the Chair in ensuring all voices are heard.
Ensure transparency: Provide clear, balanced board materials and support open, honest discussions.
Model ethical leadership: Uphold integrity, support accountability, and maintain independence in governance advice.
Support continuous improvement: Facilitate board evaluations and development to build confidence and collaboration.
Be a trusted advisor: Act as a neutral support for directors and bridge gaps between board and executive teams.

These actions help create a safe, high-performing board environment where decisions are made with confidence and integrity.

2025-08-16 04:42:05 UTC

Simon's perspective does resonate. I have seen this approach work, where if you make teams feel safe they will go over and above to help the team. I do wonder where survival of the fittest fits into this, where people can be in it for themselves. Where perhaps ultimately self preservation comes before the team.

2025-08-16 04:44:36 UTC

Communication, openness and trust. I think they need to go through an issue or problem together, and solve as a group to create the circle of trust. I don't think it is something that can be created by words or saying this is how we are... I think the team needs to experience it through an issue, challenges or project to create a circle of trust

2025-12-05 05:02:55 UTC

I resonate deeply with Simon's perspective. Both from a Leadership and an employee point of view. I have had some very poor managers, and when asked to complete overtime or do extra, my answer eventually was no. When someone does not feel appreciated or valued, they will not perform, at their best and they are not prepared to go that extra mile, when needed.

Having experienced that, when I became a leader, I made sure that everyone in my team felt heard and recognised for their contributions. I have sheltered them from challenging conversations and decisions, and they know I would always have their back. This means that they will go out of their way for me. I have had to plead with people to go home or log off when they are sick. They don't want to because they don't want to let me or the team down, when we are busy. Health always comes first in my opinion however it is always heartening when I see the team going above and beyond for each other.

If there is no care for each other, there is no cohesion and joint venture. This starts with the leader showing they care first.