[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.25.1″ background_image=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2025\/02\/David.jpg” custom_padding=”0|0px|0|0px|false|false” global_colors_info=”{}”][et_pb_row column_structure=”1_3,2_3″ admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” min_height=”595.2px” custom_margin=”|auto|19px|auto||” custom_padding=”467px|0px|0|0px|false|false” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.25.1″ text_font=”PT Sans||||” text_text_color=”#ffffff” text_font_size=”72″ text_line_height=”1.1em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”785px” custom_margin=”-98px||0px|||” custom_padding=”||168px|||” text_font_size_tablet=”52″ text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n
Time to Lead<\/strong><\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ custom_margin=”-50px||||false|false” custom_padding=”149px|0px|1px|0px|false|false” global_colors_info=”{}”][et_pb_row column_structure=”1_3,2_3″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_margin=”0px|auto|0px|auto|false|false” custom_padding=”20px||20px||false|false” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2017\/09\/david-ivers.png” show_bottom_space=”off” align=”center” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|” _builder_version=”4.16″ custom_margin=”-45px|||||” animation=”off” sticky=”on” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”4.17.3″ text_font=”PT Sans|on|||” text_text_color=”#02b875″ text_font_size=”20″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|” global_colors_info=”{}”]DAVID IVERS<\/span><\/a>[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”4.16″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||20px||true|” global_colors_info=”{}”]David Ivers is from Sydney, Australia. He is a qualified Primary and Secondary School Teacher. In total, he has served on school leadership teams for 16 years in senior leadership roles.[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.25.1″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”24″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” min_height=”4030px” custom_margin=”-22px||0px||false|false” custom_padding=”28px||16px||false|false” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n \u201cHe used to say that the only thing worth doing is what we do for others.\u201d<\/p>\n Alice in \u2018Alice: Through the Looking Glass\u2019<\/a> (Disney 2016)<\/p>\n Good leaders know when they need to be in the driver’s seat and when they can be observant front-seat passengers. Good leaders know when their leadership of something will likely be more helpful than a hindrance. As the quote suggests, they know that leadership is about \u201cwhat we do for others.\u201d<\/p>\n The opposite is also true. Poor-quality leaders don’t realize there is a real difference between being helpful and being a hindrance. In their minds, they equate themselves with outstanding leadership. Of course, the truly great leader understands this difference and, with self-awareness, may even do something quite radical. They might even ask if they can help before taking action!<\/p>\n What motivates people to strive to be \u2018the leader\u2019 in every situation? Often, it relates to several underlying beliefs. Without aiming for an exhaustive list, these beliefs might include:<\/p>\n All of these arise from deep-seated personal issues. They indicate a noticeable lack of trust, care, and respect for team members. With an almost \u2018messianic\u2019 self-belief, their actions shout to the world that they are the savior of the side.<\/p>\n There are many issues related to this style of leadership. It doesn\u2019t allow team members to grow personally and professionally. This is largely due to the low priority and investment of time in training and upskilling staff. On the surface, this may seem like a cost-saving measure, but if it adds to the stress of others or if the workplace fails to function properly when the leader is away, then it is a false saving. If a manager \u2018needs\u2019 to come in on their day off for a simple task because no one else \u2018could possibly do it\u2019 to their satisfaction, or to check on something from the other day, there is an obvious problem. It indicates a lack of trust in their staff and an unwillingness to delegate decision-making. This approach becomes problematic in professions requiring a certain number of hours over a set period to maintain professional accreditation. Imagine a surgeon being told that they can\u2019t attend the latest professional development session on improved surgical techniques because it\u2019s too expensive and they are needed here. Who would want to see a doctor who isn\u2019t at the top of their game? In this scenario, the decision to micromanage could cost theater time, scheduling efficiency, and, dare I say, even a life. While this is extreme, it underscores a critical point. Whether it\u2019s surgery or buying a suit, the outcome is critical.<\/p>\n Tom Peters made this astute observation in a post on \u2018X\u2019 (formerly Twitter):<\/p>\n \u201cOpening line by new boss to his team. \u201cLet\u2019s get the organization chart right. I report to you and work for you.\u00a0 My premier goal is to enable your growth. And success. That is the bedrock from which Excellence and superior team performance arises.\u201d<\/em><\/p>\n Peters, Tom. (24 January 2025). Post on \u2018X\u2019<\/a> (formerly Twitter) about Team Performance.<\/p>\n Think it through. The desire of some leaders to do everyone\u2019s job effectively implies that the rest of the team is unnecessary. However, the catch is that if the team didn\u2019t show up one day, most leaders would be lost, suddenly uncovering the unnoticed \u2018out of role\u201d tasks they often performed to keep things running smoothly. Realizing that it is impossible to do everyone\u2019s job at the same time successfully can be life-changing. This unawareness that the problem is relational often lies at the heart of the issue, along with a lack of trust. In their longitudinal study \u201cThe Leadership Challenge,” James Kouzes and Barry Posner highlight this point and explain why it is an issue that needs to be addressed.<\/p>\n \u201cTrust is the central issue in human relationships. Without trust, you cannot lead. Without trust, you can’t get people to believe in you or each other. Individuals who are unable to trust others fail to become leaders precisely because they can’t bear to be dependent on the words and works of others. They end up doing all the work themselves or supervising work so closely that they become micromanagers. Their lack of trust in others results in others not trusting them. To build and sustain social connections, trust must be reciprocal and reciprocated. Trust is not just what’s in your head; it’s also what’s in your heart.\u201d<\/em><\/p>\n Kouzes, James, M., Posner, Barry, Z. (2023). The Leadership Challenge (Seventh Edition)<\/a> (eBook). Hoboken, New Jersey: John Wiley & Sons, Inc. (Ch8. p304 of 535).<\/p>\n Putting the team at the center of your activities as a leader is key to the team\u2019s success, and here\u2019s the catch. If your team succeeds because of your supportive leadership, then your leadership has also been successful. Another point is that if your team thrives and enjoys their work, you will also find joy in leading them. Furthermore, this process fosters trust, and when trust levels are high within your team, productivity, customer satisfaction, and the team\u2019s culture all improve. When you extend this approach across other teams in your organization, the organization’s overall culture will gradually enhance. You don\u2019t need to micromanage the team because they naturally excel. This all stems from the effort you put into leading them effectively.<\/p>\n On the opposite end of the leadership spectrum is laissez-faire leadership. Originating from the French language, it translates to \u201callow to do.” Few would dispute the nobility of this concept. However, in practice, it results in minimal supervision, high levels of delegation, and often leaves team members to make decisions that would typically be handled upstream in other teams or organizations. Besides appearing distant to your team, laissez-faire leadership carries the risk of prompting a more senior leader to intervene and micromanage. If you adopt a broad yet sensible definition of leadership as \u201cleadership is influence,” then both micromanaging and the laissez-faire approach likely fall short of this simple definition. It is challenging to exert influence when your micromanaging drives the team to the margins or when your interest is minimal in the laissez-faire approach.<\/p>\n \u201cAfter more than five decades of observing leaders around the world and many years of developing my own leadership potential, I have come to this conclusion: Leadership is influence. That\u2019s it\u2014nothing more, nothing less. That\u2019s why my favorite leadership proverb is \u2018He who thinketh he leadeth and hath no one following him is only taking a walk.\u2019\u201d<\/em><\/p>\n Maxwell, John. C. (2018). Developing the Leader Within You 2.0<\/a> (eBook). Nashville: Tennessee. Harper Collins. (Ch 1. p13 of 255).<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ background_color=”#f7f7f4″ custom_padding=”0px||0px|” global_colors_info=”{}”][et_pb_row column_structure=”2_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_phone=”” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_phone=”” max_width_last_edited=”on|desktop” min_height=”594px” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px” global_colors_info=”{}”][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2025\/02\/2-3.jpg” alt=”Aerial view of seven people gathered around a table, discussing colorful charts and graphs that highlight well-being metrics. A laptop and papers with pie and bar charts are visible, suggesting a collaborative business meeting focused on holistic team discussions.” title_text=”Aerial view of seven people gathered around a table, discussing colorful charts and graphs that highlight well-being metrics. A laptop and papers with pie and bar charts are visible, suggesting a collaborative business meeting focused on holistic team discussions.” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.25.1″ custom_padding=”||0px|||” animation=”off” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ background_color=”#efefe9″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2025\/02\/3-2.jpg” alt=”A man in a blue suit and glasses speaks into a headset microphone on stage, passionately gesturing with both arms. He’s addressing the blurred audience under bright stage lights, creating lens flares, as he discusses the importance of well-being.” title_text=”A man in a blue suit and glasses speaks into a headset microphone on stage, passionately gesturing with both arms. He’s addressing the blurred audience under bright stage lights, creating lens flares, as he discusses the importance of well-being.” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.25.1″ animation=”off” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.25.1″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”1.2%|10%||10%||” custom_margin_tablet=”|10%||10%” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” custom_padding=”0px|||||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone” global_colors_info=”{}”]<\/p>\n Good leaders know when their leadership of something is likely to be more helpful than to be a hindrance.<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.16″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||11.4%|||” custom_margin_tablet=”20px|||” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}”]DAVID IVERS[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ custom_padding=”0px||0px|” global_colors_info=”{}”][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”0||0px||false|false” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.25.1″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” min_height=”1800px” custom_margin=”-73px||11px|||” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” custom_padding=”84px||1px|||” hover_enabled=”0″ text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n Taking the time to lead is essential. It demonstrates a willingness to collaborate and work with the team. This involves holding meetings where, as Steve Jobs once said, \u201cthe best ideas have to win\u201d<\/a> (See @ 1:02:24 to 1:02:55). Taking the time to lead may also make you appear more \u2018human\u2019 rather than robotic. It means viewing everyone as partners in the significant endeavor your team is pursuing. Additionally, it involves building quality, professional relationships with each team member. Ultimately, taking the time to lead is about fostering, establishing, and maintaining trust.<\/p>\n If micromanaging relates to a lack of confidence in an individual\u2019s ability to do their job, then that must be addressed. It points to much deeper issues. Suppose the belief in this team member\u2019s ability is accurate. In that case, the questions that must be asked are: what support, such as coaching, mentoring, training, and counseling opportunities, has been provided so they can overcome these difficulties? Is the work you require them to do aligned with the role they signed up for? Role misalignment will always set people up to fail. This raises the question: are there flaws in your recruitment processes that led you to select an unsuitable candidate for the role? How you choose people for roles sets up future events, which are both excellent and not-so-great. Fundamentally, if you get the right people from the outset, the need to micromanage lessens dramatically. The same questions can also apply to the laissez-faire leader. Their lack of presence and unwillingness to take the time to lead means that struggling team members will often fly under the radar.<\/p>\n If the team is carefully selected, you will have capable individuals who can achieve remarkable things. When Steve Jobs returned to Apple during a challenging period, he assumed the talented individuals would have departed. He quickly found out:<\/p>\n \u201cthese miraculous people, these great people. When he asked them \u201cwhy are you still here?\u201d they replied \u201cbecause we believe in six colours\u201d, which was the old six colour Apple Logo\u2026that was code for \u2018because I love what this place stands for or at least stood for.\u2019\u201d<\/em><\/p>\n Jobs. Steve.(2010) Steve Jobs last interview (with Walt Mossberg and Kara Swisher) at the All Things Digital: D8 Conference in 2010<\/a> (@ 1:57 to 2:48).<\/em><\/p>\n Getting the right people and retaining them made all the difference for Steve Jobs and was crucial to his turnaround leadership at Apple. The fact that Apple became the highly successful company it is today attests to this and Steve Jobs’s leadership. Focus on people first and have them buy into the organization’s vision, mission, and values. With a core team of highly committed and talented individuals, miraculous things can and do happen.<\/p>\n Overcoming tendencies to micromanage or under-control teams often requires leaders to focus on self-improvement. It is possible, but it demands a reset and a shift in mindset. Christina Lattimer, writing in Personal Development Magazine, articulates this effectively and offers a clear solution.<\/p>\n \u201cEgo-driven leaders tend to <\/em>micromanage<\/em><\/a> to assert control and meet their standards. This behavior signals a lack of trust in the team\u2019s abilities and stifles creativity and autonomy. Over time, it can lead to burnout, lower job satisfaction, and reduced productivity, as team members depend on direction rather than taking initiative. By releasing the need to control, leaders can connect with their higher self, empowering their teams instead. They can set clear expectations, provide guidance, and then step back, fostering an environment where employees feel trusted, supported, and motivated to deliver their best work.\u201d<\/em><\/p>\n Lattimer, Christina. (2022). Leaders – Is Your Ego In Charge? (In People Development Magazine<\/a> – November 2, 2022). <\/em><\/p>\n To overcome issues related to self-trust and self-belief, as well as the extent to which perfection is required for success, it is essential to work on one\u2019s inner self. For some, this may involve exploring one\u2019s \u2018Family of Origin\u2019, the concept that much of our behavior is transmitted by family members, often unconsciously. Unlocking this and addressing \u2018Family of Origin\u2019 issues with the support of a qualified therapist can be extremely powerful and beneficial for personal and professional relationships. If you are interested in learning more about this, Jesuit Social Services in Australia provides an excellent, easy-to-navigate webpage with valuable resources<\/a>. Tools such as prayer, meditation, mindfulness, journaling, etc are also powerful ways of tackling issues around the inner-self.<\/p>\n Leadership is fundamentally about relationships and prioritizing people. This involves taking the time to lead and showing respect for the individuals on your team, along with their skills and talents. Often, this requires the leader to listen more than they speak. Building trust entails granting some autonomy to team members so they can effectively do their jobs in their own way, guided by their training. A wise leader recognizes when to step back and allow others on the team with expertise to step up and take the lead. Your leadership should cultivate a stronger team and ultimately benefit humanity. If you hold a leadership role and aspire to effectiveness, making a conscious effort to lead daily is essential.<\/p>\n\n