When I started working with them, they started thinking with me

Over the past year, I've spent as much time with paintbrushes, wallpaper and builders as I have behind my laptop. It wasn't planned that way, but looking back, it taught me something about leadership I hadn't expected.

The renovation of my house is coming to an end. Or at least this major phase of it. It took about a year, longer than I expected, but considering it was done with a small team, I honestly couldn't be happier with the result.

Over the past months, I haven't just been leading the project. I've been part of the execution team too: painting walls, hanging wallpaper, giving old furniture a new purpose with a few simple changes.

I realised how much I enjoy working this way.

It also made me notice something about leadership.

During the first months, my role was mainly project lead. I designed, planned and coordinated the work. In the last months, I worked alongside the builders every day.

The difference was remarkable.

When I only led the project, they followed my instructions.

When we worked side by side, they started thinking with me. They noticed details, suggested improvements, and became genuinely invested in creating the best possible result.

It made me wonder.

What if leadership stayed connected to the work itself?

Not just to strategy, budgets and client meetings, but to the daily reality of the people who make things happen.

I'm not suggesting everyone should do every job. Expertise still matters. But what if every leader deliberately spent part of their time contributing outside their own role? Not to supervise, but to participate.

Imagine a CEO spending a morning helping fulfil customer orders because the warehouse is under pressure. Or an HR manager taking over reception for an afternoon, not because they have to, but because that's where the team needs support.

Not to prove they're humble.

Not to replace someone's expertise.

But to remain connected to the reality of the organisation.

And to get the work done instead of giving orders and building up pressure.

I think organisations would become more connected, more creative and more adaptable. People would understand each other's work instead of making assumptions about it. Respect would grow naturally because everyone has experienced what the work actually asks of another person.

And something else would happen.

When leaders work with people instead of only leading them, people start thinking with their leaders instead of simply following instructions.

Perhaps this is also why so many young professionals struggle to feel connected to their work. They don't just want a manager who tells them what to do. They want someone who is willing to build alongside them. Someone who remains close enough to the work to understand both the challenges and the opportunities.

I don't think they're looking for less leadership. I think they're looking for a different kind of leadership. Not one where they're expected to earn the right to contribute, but one where everyone, regardless of role, is invited to think, build and take responsibility together.

Maybe the future of leadership isn't about becoming better at leading people. Maybe it's about remembering how to work alongside them.