From “I” to “We”: The Case for Leading Together

Under pressure, leaders tend to default to “I” — carrying more on their own, making the calls themselves, trying to find a way through alone. It's understandable, but it's backwards: the more complex the challenge, the less likely it is that one person holds the best answer. The most effective leaders do the opposite, and lead together.

Why uncertainty pushes leaders into “I” mode

We've been noticing a pattern across organisations: the greater the uncertainty, the more leaders tend to carry on their own. Not because they want to, but because they feel accountable. When things move quickly and the answers aren't obvious, many instinctively double down on “I” mode — what do I need to solve, what decision should I make, how do I get through this? It feels like it's up to them. But that instinct is restrictive.

What leading together actually looks like

Some of the best decisions emerge when leaders widen the conversation instead. They draw on different perspectives, make their thinking visible, and get clearer about how they can help each other navigate what's in front of them. We each have individual roles — but collectively, we need to lead each other.

Teams exist to improve thinking

Teams don't exist simply to divide work. They exist to improve thinking — to challenge assumptions, to spot the risks and opportunities one person alone might miss, and ultimately to make better decisions in an imperfect world.

Worth noticing this week

• What are you carrying that doesn't need to be carried alone?

• Where have you narrowed your thinking when you might need to widen it?

• What would shift if the question became “What do we need to do?” rather than “What do I need to do?”

In uncertain times, leadership isn't about having all the answers. It's about creating the conditions for better answers to emerge — together.

Frequently asked questions

Why do leaders default to “I” under pressure?

Because they feel accountable. When uncertainty rises and answers aren't obvious, leaders instinctively take more on themselves — even though complex challenges are exactly when one person is least likely to hold the best answer.

What does it mean to lead together?

Widening the conversation rather than narrowing it — drawing on different perspectives, making your thinking visible, and helping each other navigate, so the team improves the thinking rather than just dividing the work.

Why are team decisions better in uncertainty?

Because teams challenge assumptions and spot risks and opportunities one person would miss. In complex, fast-moving conditions, collective thinking produces better decisions than going it alone.