“Why didn’t they take the opportunity?” It’s a common frustration. A promising moment arises, a client hints at a new opportunity, and someone on the team backs away instead of leaning in. For many leaders, it feels baffling. But initiative isn’t about personality. It’s about conditions.
Francine, a CEO I coach, saw this firsthand. She asked her Commercial Director to cover a routine client meeting. Unexpectedly, the client floated a high-potential partnership idea and invited a proposal.
The Director declined. Not because she didn’t care, but because she didn’t feel empowered to say yes. She was focused on board papers and didn’t think she had permission to explore new ground.
Most people want to contribute more. But they hesitate when they’re unsure what matters, whether they’ll be supported, or if stepping up will backfire. Leaders often try to fix this by giving clearer instructions or pushing harder.
But initiative doesn’t grow from pressure. It grows from practice. Here are four ways to build a culture where initiative becomes normal:
1. Emphasise goals, not just tasks
People take initiative when they’re clear on what matters.
Repetition builds clarity. Just as great salespeople repeat their message until it sticks, great leaders repeat organisational goals often, in many formats. They also highlight stories and achievements that embody those goals. This keeps direction visible and energising.
2. Encourage development through stretch
Initiative grows when people feel confident – and confidence comes from experience.
That means creating room for challenging assignments. It won’t be perfect. There will be mistakes. But leaders who allow for learning curves, who debrief thoughtfully and stay patient through early fumbles, cultivate far more ownership over time.
3. Align incentives with ownership
If taking initiative feels like extra work with no reward, people will play it safe.
Make it clear how stepping up connects to personal progress. Bonuses help, but visible career development and recognition are more powerful. Top performers should see their future tied to the organisation’s success.
4. Normalise feedback, especially the tough kind
Initiative relies on psychological safety. When people fear criticism or dismissal, they hold back.
That’s why the best leaders invite feedback, especially the uncomfortable kind. When senior leaders model openness and gratitude for honest input, they unlock better decisions – and more courageous action across the team.
Takeaway:
If you want a team that shows more initiative, don’t push harder. Shift the system.
Goals. Growth. Incentives. Feedback. These four practices don’t just enable performance – they create it.
At TES, we help HR and executive leaders move from reactive training to real culture change. If you're ready to shift from frustration to forward momentum, book a short consultation to explore how TES can support your leadership and culture goals.
Christian speaks at the 14th Rwanda HR Managers Organisation Conference
On November 25th, Christian had the pleasure of speaking at the 14th Rwanda HR Managers Organisation Conference on People Analytics and Data-Driven Leadership Capabilities. Key takeaways (1) data and analytics rarely influence decision makers without good framing and (2) leadership impact surveys are very powerful ways of enhancing leadership effectiveness, again, with good framing! You can view my slides from the event here:
251125 Chistian Sellars RHRMO 14th Conference Presentation.pdf