In this article, we again meet Stefano^*, an experienced leader in the Organization who has decided to move from being a lone decision maker to an inclusive, open-minded leader.

As a first step, Stefano reflected on why he was so attached to his former authoritarian management style. In a second step, Stefano formed a vision of the type of leader he wanted to be and the many benefits that such a change would bring to him and to his team.

In this third and final act, we will see how Stefano takes practical action so that his team members and other stakeholders start to perceive him differently.

• When taking a decision, Stefano should seek the perspectives of others. Letting each member of the team offer an opinion on the options they are given will ensure that Stefano gets the most comprehensive picture of all possibilities, with nothing left off the radar. Not only will this ensure a higher probability of success but also, most importantly, it will foster creativity, collaboration and engagement.
• Stefano used to start by forming a clear idea of the option that he would take and then convince others that his position was right. In his efforts to change his management style, Stefano will give up his firm position and consider his preferred solution to be an option among other possibilities. This simple mind-change will make a huge difference in his discussions with team members, who will feel genuinely invited to make proposals and share their views.
• Last but not least, Stefano needs to fully engage the team in the process. Engagement is one of the CERN values and applies equally to teams and individuals. However, team engagement may be possible only if it is facilitated and organised by the leader. To reap the benefits of a fully engaged team, Stefano needs to make space for fruitful discussions in which the team may genuinely contribute to the decision making.

It can be really hard to let go of the need to be always in control and have the last word, but adopting an inclusive mindset and incorporating different perspectives and ideas will lead to better outcomes and a stronger team. Just as importantly, it will enrich Stefano’s relationships with his team members and stakeholders and open the way for self-growth and a positive impact on others and on the Organization as a whole.

Laure Esteveny

* Name is fictitious.

This article is inspired by a Harvard Business Review article (March 2023), Becoming More Collaborative — When You Like to Be in Control.

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