For years, the default question for many business leaders has been: “How do I get the most out of my people?”
I hated that question and resisted that train of thought. And I’ve been in rooms where it was the only question.
But, as Seth Godin recently pointed out, that question is fundamentally flawed. It treats people like resources to be maximized instead of humans to be empowered. And it often leads to burnout, disengagement, and missed potential.
What if, instead, as Seth suggests, we asked: “How do I create the conditions for this person to get where they’re heading?”
That small shift in perspective changes everything.
From Extraction to Growth
Throughout my career, first as a sales manager at Xerox, through several startups, and now as a consultant, I’ve seen firsthand the impact of this mindset shift. It’s like the difference between being a sales manager and being a sales leader. Beating up your salespeople for results doesn’t work. Helping them develop does.
Early on, when I focused solely on driving results, I got performance. But later when I focused on helping people grow into their best selves, I got commitment. And the results followed.
I learned our biggest wins came not from rigid processes, but from giving people the room to stretch. We built a culture that recognized individual strengths and aligned those with real opportunities.
Salespeople became strategists. Engineers became storytellers. No one needed to be squeezed for output—they thrived when they saw how their growth mattered.
And now, in my consulting work with manufacturers, I apply the same philosophy. Whether it’s working with dealer networks or sales teams, the most sustainable gains come from understanding people’s motivations, not just their job descriptions.
Conditions Matter More Than Control
Here’s what I’ve learned: people don’t need micromanagement. They need clarity, tools, trust, and recognition. When those conditions exist, performance becomes a natural outcome—not a forced one.
Great leaders don’t just set expectations; they clear the path. They don’t just extract effort; they inspire growth. They don’t ask, “What can I get out of you?” They ask, “Where are you trying to go—and how can I help you get there?”
A Question Worth Asking
If you’re a manager or executive reading this, I invite you to pause and consider:
What would change in your team if your goal shifted from extracting output to enabling growth?
It’s a question worth sitting with.
Because when people are seen, supported, and stretched—not squeezed—their work becomes more than a job. It becomes a journey. And that’s where real performance begins.